Benjamin Gaudin These BIM 1311

School of Civil Engineering
Impacts of Building Information

Modelling (BIM) on Project
Management in the French
Construction Industry
August 2013
Report prepared by
Benjamin Gaudin
as part of the MSc individual project 2012/13
The material in this dissertation was prepared as part of the MSc in
Construction Management and should not be published without the
permission of the University of Birmingham. The University of
Birmingham accepts no responsibility for the statements made in this
document.
University of Birmingham
Acknowledgements
The author would like to express his sincerest gratitude to his dissertation supervisor,
Mr John Shaw, who offered his precious advice all along this project.
The author would also like to thank all the construction professionals who accepted to
take part in this project by responding to the questionnaire or by being interviewed. In
particular, the author thanks Ms Gesnot, Mr Amara, Mr Levrot, Mr Moreau and Mr
Adnew.
Dissertation
Abstract
Building Information Modelling (BIM) is becoming increasingly popular in the global
construction industry. The aim of this paper is to analyse the actual and potential
impacts of BIM on Project Management in the French construction industry. The scope
is limited to main Project Management activities.
Potential impacts of BIM on Project Management were identified through a literature
review. Interviews of French construction professionals allowed the state of BIM and its
actual impacts in France to be assessed. A questionnaire was conducted in order to
evaluate the French construction professionals knowledge about BIM.
BIM is very recent in France and did not, therefore, reach its final form, which involves
collaboration and Life-Cycle Management. Consequently, several impacts of BIM,
described in the literature, do not appear in France; there is no change in the way
projects are organised.
However, Architects and Contractors use BIM internally for visualisation purposes, and
to carry out specific tasks such as cost-estimating and data-synthesis.
The results of the questionnaire indicate that 27% of construction professionals have
never heard about BIM.
Dissertation
ii
Table of Contents
1! Introduction+.....................................................................................................................+1!
2! Methodology+.....................................................................................................................+2!
2.1! Matrix+of+objectives+............................................................................................................+2!
2.2! Methodology+flowchart+.....................................................................................................+3!
2.3! Risks+.........................................................................................................................................+4!
2.4! Literature+review+................................................................................................................+5!
2.4.1! Aim!and!objectives!.......................................................................................................................!5!
2.4.2! The!French!literature!..................................................................................................................!5!
2.4.3! Sources!..............................................................................................................................................!5!
2.5! Questionnaire+.......................................................................................................................+6!
2.5.1! Aim!......................................................................................................................................................!6!
2.5.2! Questions!..........................................................................................................................................!6!
2.5.3! Responses!Collection!...................................................................................................................!7!
2.6! Interviews+..............................................................................................................................+9!
2.6.1! Aim!and!Objectives!.......................................................................................................................!9!
2.6.2! Finding!people!to!interview!.....................................................................................................!9!
2.6.3! Interviewing!people!.....................................................................................................................!9!
2.7! Programme+.........................................................................................................................+10!
3! Literature+review+........................................................................................................+13!
3.1! Introduction+to+BIM+.........................................................................................................+13!
3.1.1! BIM!Concept!.................................................................................................................................!13!
3.1.2! BIM!functions!...............................................................................................................................!17!
3.1.3! BIM!interoperability!.................................................................................................................!17!
3.1.4! BIM!Levels!Of!Development!..................................................................................................!18!
3.1.5! BIM!Maturity!Levels!..................................................................................................................!18!
3.2! Project+Management+in+Construction+........................................................................+19!
3.2.1! Project!Management!Definition!...........................................................................................!19!
Dissertation
iii
3.2.2! Project!Management!main!activities!.................................................................................!19!
3.3! Integration+of+BIM+in+Project+Management+.............................................................+23!
3.3.1! Scope!Definition!..........................................................................................................................!23!
3.3.2! Time!Management!.....................................................................................................................!24!
3.3.3! Cost!Management!.......................................................................................................................!25!
3.3.4! Quality!Management!.................................................................................................................!27!
3.3.5! Human!Resource!Management!............................................................................................!28!
3.3.6! Communications!Management!.............................................................................................!29!
3.3.7! Risk!Management!.......................................................................................................................!30!
4! Questionnaire+...............................................................................................................+32!
4.1! Global+results+.....................................................................................................................+32!
4.1.1! Level!1:!Awareness!....................................................................................................................!32!
4.1.2! Level!2:!Basic!knowledge!........................................................................................................!33!
4.1.3! Level!3:!Basic!usage!...................................................................................................................!33!
4.1.4! Level!4:!Advanced!knowledge!..............................................................................................!34!
4.2! Comparison+between+young+and+older+professionals+.........................................+35!
4.2.1! Level!1:!Awareness!....................................................................................................................!35!
4.2.5! Conclusions!...................................................................................................................................!37!
4.3! Comparison+between+people+who+work+onMsite+and+others+..............................+38!
4.3.1! Level!1:!Awareness!....................................................................................................................!38!
4.3.5! Conclusions!...................................................................................................................................!40!
5! Interviews+......................................................................................................................+41!
5.1! BIM+concepts+and+definitions+.......................................................................................+41!
Dissertation
iv
5.1.1! BIM!model!.....................................................................................................................................!41!
5.1.2! PreTBIM!model!............................................................................................................................!41!
5.1.3! Dead!model!...................................................................................................................................!41!
5.1.4! BIM!levels!......................................................................................................................................!42!
5.1.5! BIM!interoperability!.................................................................................................................!42!
5.1.6! BIM!implementation!scenarios!............................................................................................!44!
5.2! State+of+BIM+in+France+.....................................................................................................+45!
5.2.1! Current!situation!........................................................................................................................!45!
5.2.2! Common!practices!.....................................................................................................................!45!
5.2.3! Obstacles!........................................................................................................................................!47!
5.2.4! Impact!of!the!new!Thermal!Regulation!............................................................................!48!
5.2.5! Outlook!of!development!..........................................................................................................!49!
5.3! BIM+and+Project+Management+in+France+...................................................................+51!
5.3.1! Scope!Definition!..........................................................................................................................!51!
5.3.2! Time!Management!.....................................................................................................................!52!
5.3.1! Cost!Management!.......................................................................................................................!52!
5.3.1! Quality!Management!.................................................................................................................!53!
5.3.1! Human!Resource!Management!............................................................................................!54!
5.3.1! Risk!Management!.......................................................................................................................!55!
6! Discussion+......................................................................................................................+57!
6.1! Difference+between+BIM+in+France+and+BIM+in+the+literature+...........................+57!
6.1.1! PreTBIM!and!Dead!Models!......................................................................................................!57!
6.1.2! Initiator!of!the!implementation!of!BIM!............................................................................!57!
6.1.3! Limited!interoperability!..........................................................................................................!58!
6.1.4! Construction!professionals!knowledge!...........................................................................!59!
6.2! Current+evolution+of+BIM+in+France+............................................................................+60!
6.2.1! Gateways!to!the!adoption!of!BIM!........................................................................................!60!
6.2.2! Roles!of!big!Construction!Groups!........................................................................................!60!
6.2.3! Design!and!Build!projects!.......................................................................................................!61!
Dissertation
6.2.4! Construction!professionals!knowledge!...........................................................................!61!
6.3! Impacts+of+the+French+version+of+BIM+on+Project+Management+.....................+62!
6.3.1! Limited!collaboration!...............................................................................................................!62!
6.3.2! Common!uses!...............................................................................................................................!63!
6.4! Validity+of+the+Results+.....................................................................................................+65!
6.4.1! Interviews!.....................................................................................................................................!65!
6.4.2! Questionnaire!..............................................................................................................................!65!
6.5! Contribution+to+existing+knowledge+..........................................................................+65!
7! Conclusions+and+Recommendation+.......................................................................+66!
7.1! Conclusions+........................................................................................................................+66!
7.2! Recommendations+for+further+works+........................................................................+67!
8! References+.....................................................................................................................+68!
Appendix+A:+Questionnaire+.............................................................................................+74!
Appendix+B:+Levels+Of+Development+............................................................................+76!
Appendix+C:+Capability+Maturity+Model+......................................................................+77!
Appendix+D:+Maturity+Index+............................................................................................+78!
Appendix+E:+Table+of+results+of+the+questionnaire+..................................................+79!
Appendix+F:+Introduction+of+Interviewees+.................................................................+85!
Appendix+G:+Interview+of+Franois+Amara+.................................................................+86!
Appendix+H:+Interview+of+Philippe+Levrot+.................................................................+92!
Appendix+I:+Interview+of+Simon+Moreau+.....................................................................+97!
Appendix+J:+Interview+of+Adeline+Gesnot+..................................................................+102!
Appendix+K:+Interview+of+Temesgen+Adnew+...........................................................+105!
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vi
List of Figures
Figure+1:+Methodology+Flowchart+....................................................................................+3+
Figure+2:+Planned+Schedule+.............................................................................................+11+
Figure+3:+Actual+Schedule+................................................................................................+12+
Figure+4:+Comparison+between+2D+CAD,+3D+CAD,+and+ObjectMbased+parametric+
modelling+..............................................................................................................................+14+
Figure+5:+Lifecycle+of+a+construction+project+(Guo+and+others,+2010)+..............+15+
Figure+6:+BIM+model+as+a+shared+platform+(Baoping+and+others,+2010)+..........+15+
Figure+7:+The+shifting+of+activities+caused+by+BIM+...................................................+16+
Figure+8:+Differences+between+conceptual+design+and+construction+
documents+with+BIM+(Van,+2008)+.................................................................................+23+
Figure+9:+Level+of+influence+of+decisions+in+function+throughout+the+project+
(Cherry+and+Petronis,+2009)+...........................................................................................+24+
Figure+10:+Estimating+process+(Halpin+and+Woodhead,+2005)+...........................+26+
Figure+11:+Global+results,+Awareness+..........................................................................+32+
Figure+12:+Global+results,+Source+of+awareness+.......................................................+32+
Figure+13:+Global+results,+Basic+knowledge+...............................................................+33+
Figure+14:+Global+results,+Basic+usage+.........................................................................+33+
Figure+15:+Global+results,+common+usages+of+BIM+models+...................................+34+
Figure+16:+Global+results,+Advanced+Knowledge+.....................................................+34+
Figure+17:+Comparison+between+young+and+older+construction+professionals,+
Awareness+.............................................................................................................................+35+
Basic+Knowledge+.................................................................................................................+36+
Basic+Usage+...........................................................................................................................+36+
Advanced+Knowledge+........................................................................................................+37+
Dissertation
vii
Figure+21:+Comparison+between+professionals+who+work+onMsite+and+others,+
Awareness+.............................................................................................................................+38+
Basic+Knowledge+.................................................................................................................+38+
Basic+Usage+...........................................................................................................................+39+
Advanced+Knowledge+........................................................................................................+39+
Figure+C.1:+Maturity+Index+(BIM+Industry+Working+Group,+2011)+.....................+78+
Dissertation
viii
List of Table
Table+1:+Matrix+of+objectives+.............................................................................................+2!
Table+2:+Risk+analysis+...........................................................................................................+4!
Table+3:+Project+Management+Activities+.....................................................................+20!
Table+B.1:+Level+of+Development+(The+American+Institute+of+Architect,+2008)
+..................................................................................................................................................+76!
Table+C.1:+Capability+Maturity+Matrix+(NIBS,+2007)+...............................................+77!
Table+E.1:+Results+of+the+questionnaire+......................................................................+79!
Dissertation
ix
Introduction
The purpose of this chapter is to introduce the aim and objectives of the project. The
scope and the structure of this dissertation are described in this chapter.
Building Information Modelling (BIM) is a recent concept that is becoming
increasingly popular in the global construction industry. The aim of this dissertation is
to analyse the potential and actual impacts of BIM on Project Management in the
French construction industry. The objectives are the followings:
-
Gain an overall understanding of BIM,
Identify the impacts of BIM on Project Management activities, as described

in the literature,
Identify the state of BIM in France,
Evaluate the French construction professionals knowledge about BIM,
Identify the actual impacts of BIM on Project Management activities in the

French construction industry.
The scope of this dissertation will be limited to main Project Management activities,
excluding for example Waste Management and Value Engineering.
The dissertation is structured as follows:
-
The Methodology chapter: is a description of the research methodology.

Research materials that were used are identified; the aims of the
questionnaire and the interviews are detailed in this chapter.
The Literature review chapter: is a global survey of the relevant literature.
The Questionnaire chapter: is an analysis of the results of the questionnaire.
The Interviews chapter: is a summary of the interviews.
The Discussion chapter: is a comparison of the previous results with the

literature. The validity of the results is discussed in this chapter.
The Conclusions and Recommendations chapter: is a summary of the

findings of this project. Suggestions for further works are made.
Dissertation
Methodology
2.1
Matrix of objectives
The Matrix of objectives links the objectives with the materials used to meet them.
In order to meet the objectives defined in the introduction, the author carried out a
literature review, a questionnaire and interviews. These materials are linked with the
objectives in Table 1.
Table 1: Matrix of objectives
Materials Literature
Questionnaire
Interviews
Review
Objectives
Gain an overall understanding of BIM
Identify the impacts of BIM on Project

Management activities, as described in the
literature
Identify the state of BIM in France
Evaluate
the
French
construction
X
X
professionals knowledge about BIM

Identify the actual impacts of BIM on
Project Management activities in the French
construction industry
Dissertation
Methodology flowchart
2.2
Dissertation
Figure 1: Methodology Flowchart
2.3
Risks
This chapter deals with the risks that were identified and managed in order to carry out
this dissertation.
The author identified, at the beginning of the project, a number of risks that had to be
managed. In order to mitigate these risks, a list of risk responses was developed. Risks
and their associated responses are listed in Table 2.
Table 2: Risk analysis
Risk categories
Literature Review
Risks
Risk responses
Problems to obtain books
Start early to identify the

books needed
Lack of recent references

Interviews
Use on-line databases
Difficulties to find people Start

to interview
early
to
identify
potential interviewees
People do not accept to Ask for interviews early

meet me
People are in holydays or
busy
The
results
interviews
do
of
the Identify
potential
not
add controversial issues before
anything to the literature the interviews.

review
Questionnaire
Not enough responses
Design
short
questionnaire so that people

easily accept to respond.
Dissertation
2.4
Literature review
In this chapter, the aim and objectives of the literature review are detailed. Issues
related to the literature review are mentioned.
2.4.1
Aim and objectives
The aim of the literature review is to summarize the work produced by other researchers
in the area of BIM. More precisely, the objectives are to gain an overall understanding
of BIM concepts and technologies and to identify the potential impacts of BIM on
Project Management activities.
2.4.2
The French literature
Although this dissertation concerns the impact of BIM in the French construction
industry, this literature review is mainly based on Anglo-Saxons research papers
because of the lack of French materials. The author collected a large amount of articles
taken from French magazines but they were considered too general to be used in this
dissertation.
2.4.3
Sources
In order to carry out this literature review, the author used mainly recent on-line
sources, considering that BIM is a very recent technology that is changing rapidly.
Dissertation
2.5
Questionnaire
This chapter describes the aim of the questionnaire and how it was designed. The
response collection process is detailed in this chapter.
2.5.1
Aim
The aim of this questionnaire is to evaluate the French construction professionals

knowledge about BIM. Consequently, there is only one condition to respond to this
questionnaire, namely having a job experience in the French construction industry, apart
from site workers.
2.5.2
Questions
In order to collect as many responses as possible, the author decided to make a short
questionnaire based on different levels of knowledge. The questionnaire can be found in
Appendix A.
2.5.2.1 Level 1: Awareness
The first level of knowledge is the awareness of the existence of BIM. The question
asked is simply: Have you ever heard of BIM? . In order to identify whether or not
this awareness is the result of a company initiative, the additional question is: If Yes,
from where? . The proposed answers are: Collegue(s), Company training, Studies,
Press, A project where BIM was implemented and Other.
2.5.2.2 Level 2: Basic knowledge
The second level of knowledge deals with software. The author considered that the
knowledge about BIM software was a good indicator of the general knowledge. The
question asked is, therefore, What BIM software packages do you know. In order to
make it faster and easier to answer this question, several propositions were given,
namely Revit, AECOsim, and Tekla; respondents could also mention other software
products in the Other section. It must be noticed that the main objective of this
question is to determine whether or not respondents know BIM software products.
2.5.2.3 Level 3: Basic usage
The third level of knowledge relates to the utilisation of BIM. The author assumed that
construction professionals who already used BIM software know more about BIM than
those who never used such software. Consequently, the question is: Have you ever
Dissertation
used BIM software? . The additional question that is asked, in order to identify if it is a
basic or a more advanced use, is: If Yes, for what purposes? .
2.5.2.4 Level 4: Advanced knowledge
The last level of knowledge relates to Industry Foundation Class (IFC). In order to
identify if respondents know about some technical issues of BIM, interoperability issues
in particular, the question is: Do you know what IFC is? . The author made the
assumption that if respondents know what IFC is, they would also have already used
BIM software. This assumption was correct.
2.5.3
Responses Collection
2.5.3.1 Short Questionnaire

Given that French students very rarely ask professionals to respond to questionnaires,
people are not used to this practice. Consequently, it is quite challenging to collect
many responses. That is why the author decided to make a short questionnaire, with
closed questions or open questions with propositions. Consequently, the questionnaire
could be completed in few minutes only.
2.5.3.2 Site Visits
From the authors experience, the only way to collect responses from random French
professionals is to meet them directly; sending massive unsolicited e-mails would have
been totally ineffective. For this reason, the author decided to visit sites and meet
directly construction professionals. In order to find a list of sites to visit and their
addresses, the author went to the city council of Lyon to meet the person responsible for
Land use. However, that person was unavailable during the summer. Consequently, the
author asked construction companies for a list of their sites. One company, Eiffage
Construction Rhne provided the author that list. After two days of site visits, the author
collected only 10 responses. It was not as effective as expected. Another strategy was
therefore considered.
2.5.3.3 Friends
In order to collect responses quicker, the author asked all his friends and former
colleagues who work in the Construction sector to respond to the questionnaire and to
ask their colleagues to do it as well. 45 responses were collected that way.
Dissertation
2.5.3.4 Response Rate

In total, 55 responses were collected; this number seems sufficient to provide results
that are representative of the French construction industry. However, considering that
the author is a young engineer with a little work experience, his friends network is
mainly composed of young professionals with the same university background.
Consequently, the questionnaire is biased and is not totally representative of the whole
construction sector. For example, only seven architects filled the questionnaire against
fifteen project managers and 65% of respondents are younger than 25 years old.
Dissertation
2.6
Interviews
This chapter describes the aim and objectives of the interviews, and how interviewees
were identified.
2.6.1
Aim and Objectives
The aim of the interviews is to contrast the points of view of French construction
professionals, who have a strong knowledge about BIM, with the literature review. In
addition, considering that most materials used are taken from the Anglo-Saxon
literature, these interviews were an opportunity to identify French particularities about
BIM. The objectives were, therefore, to understand the state of BIM in France and to
identify the impacts of BIM on Project Management in France.
2.6.2
Finding people to interview
In order to find construction professionals with a strong knowledge about BIM, the
author used his friends network, and the on-line professional network called LinkedIn.
Two interviewees were friends with the author. Two other interviewees were directly
contacted via LinkedIn, although they did not know the author. One interviewee was
contacted via a common friend. The author tried to meet people with different
approaches about BIM. The introduction of interviewees can be found in Appendix F.
2.6.3
Interviewing people
In order to meet the objectives, the author tried to guide interviews towards the question
of the impacts of BIM on Project Management. However, considering that their jobs
and expertise did not always match exactly with these issues, it was sometimes difficult
to talk precisely about this particular subject.
Dissertation
2.7
Programme
This chapter details the planned and actual schedules of this dissertation.
In order to meet the objectives of this dissertation in time, the author produced a
programme at the beginning of the project. This programme is represented in Figure 2.
The author kept a schedule updated all along the project; the actual schedule is
represented in Figure 3.
Considering the lack of time, the planned case study was cancelled, and the time
allocated to site visits was greatly reduced.
Dissertation
10
Task
PreliminaryLiterature-review 2m
Site-visits
2w
Meet-professionals 3w
Analyse-Interviewsand-site-visits
2w
Final-literaturereview
1w
Case-study
3w
Discussion
1w
Conclusion
1w
Check-References 2d
Reread
5d
Prepare-thepresentation
2w
Dissertation
April
May
June
Figure 2: Planned Schedule
July
August
Due-Date
11
2w
2d
5d
1w
4d
0
2w
2w
5d
3m
4d
Task
PreliminaryLiteraturereview
Site-visits
Meetprofessionals
AnalyseInterviews-andsite-visits
Final-literaturereview
Case-study
Discussion
Conclusion/Introduction/Methodology
CheckReferences
Reread
Prepare-thepresentation
Dissertation
April
May
June
Figure 3: Actual Schedule
July
August
Due-Date
12
Literature review
3.1
Introduction to BIM
The purpose of this chapter is to introduce the reader to BIM and its related issues.
3.1.1
BIM Concept
Although BIM has no single definition accepted by all (Eastman and others, 2008),
most specialists agree that BIM is both a modelling technology and a set of associated
processes aimed at creating a virtual model of a building (Smith, 2007). This model will
form, therefore, a reliable basis for decision-making during the complete life-cycle of
the project, from conception to demolition (NIBS, 2007). For the purpose of this
dissertation, BIM will be defined as follows:
BIM is a digital representation of physical and functional characteristics
of a facility. [] it serves as a shared knowledge resource for information
about a facility forming a reliable basis for decisions during its lifecycle
[...]. A basic premise of BIM is collaboration by different stakeholders at
different phases of the lifecycle of a facility to insert, extract, update, or
modify information in the BIM to support and reflect the roles of that
stakeholder. (NIBS, 2007)
3.1.1.1 BIM as a technology

From a technology perspective, a BIM model is a digital 3D representation of a project
that brings together all the information about the project components (Azhar and others,
2012).
Unlike previous CAD software, BIM models are not made of 3D graphical entities such
as spheres or arcs; this technology is based on parametric objects that contain
information about what they represent (Azhar and others, 2012), as represented in
Figure 4. Object-based parametric modelling uses a number of characteristics, called
parameters, to determine the properties of each object and the rules that define the
relationships between them (Autodesk (a), 2007). This data rich object-orientation
allows the model components to be automatically updated when a change is made
(Woo, 2007). It also enables to capture the design criteria directly during the modelling
process by converting them into object properties (Eastman and others, 2008). In
addition, each component can contain any additional information such as its material
Dissertation
13
and its price. Consequently, the model can be used as a platform to manage all the
building information (Succar, 2009).
Figure 4: Comparison between 2D CAD, 3D CAD, and Object-based parametric

modelling
3.1.1.2 BIM as a process
A common misconception about BIM is that it is only 3D modelling software (Eastman
and others, 2008). The other important aspect of BIM is the associated processes, which
are defining a new paradigm in the construction industry, which notably involves
significant changes in information exchanges, workflows, and project delivery
processes (Azhar, 2011).
Indeed, BIM supports integrated collaboration based on life-cycle approach (Rizal (a),
2010), by focusing on open information sharing and integration of all project phases
(Rizal (b), 2010).
In traditional Construction Project Management, which is divided into several phases,
participants of different phases do no communicate with each other (Grandsberg and
Ellicot, 1997; Guo and others, 2010). By contrast, Life-cycle Management aims at
integrating all phases of Project Management, by considering the impact of each
decision on the whole life-cycle, described in Figure 5 (Guo and others, 2010).
Consequently, all project participants must be involved in every phase of the project.
Dissertation
14
Figure 5: Lifecycle of a construction project (Guo and others, 2010)
As a shared platform for all stakeholders in all project phases (Rizal (a), 2010), BIM
encourages this collaboration, as shown in Figure 6. It favours concurrent design and
engineering by different disciplines (Rizal (b), 2010), which causes project phases to
overlap (Succar, 2009). This phenomenon leads to the shifting of most activities from
their dedicated phases to the early design phase (Rizal (a), 2010) as described in Figure
7.
Figure 6: BIM model as a shared platform (Baoping and others, 2010)
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15
Figure 7: The shifting of activities caused by BIM
The Integrated Project Delivery (IPD) concept naturally emerged to support processes
associated with BIM (Azhar and others, 2012). According to The American Institute of
Architects (AIA) (a) (2007), IPD is a highly collaborative project delivery approach
based on open information exchange between project stakeholders. It notably takes the
advantage of the early contributions of participants expertise in order to increase
project value and maximise efficiency through all project phases. BIM and IPD appear
to be highly complementary. BIM supports the IPD approach by providing a platform
for collaboration that can notably combine design, fabrication information and project
logistics in a single database (The American Institute of Architects, 2007). Reciprocally,
IPD supports BIM by encouraging project participants to be involved early and to share
building information.
Dissertation
16
3.1.2
BIM functions
3.1.2.1 Clash detection

According to the BIM Journal Editor, (2012), clash detection is a crucial element of
BIM. As models of every discipline can be combined into a single composite master
model (Grilo and Jardi-Goncalves, 2010), clashes can be detected. A clash refers to
an occupation of the same space by two different objects (Words & Images, 2009).
Consequently, design inconsistencies and constructability issues can be easily identified
before the construction phase, which prevents expensive and time-consuming defects
and reworks (Words & Images, 2009).
3.1.2.2 Analyses
BIM models can be used to carry out a large number of analyses of different types
(Words & Images, 2009). Using the data of a BIM model, specialised software can be
used to simulate and analyse the buildings characteristics in various categories such as
energy performance, structural analyses, acoustic and lighting analyses (Words &
Images, 2009). The proposed design can, therefore, be measured against the Clients
requirements and the expected building performance. The other main benefit of these
tools is their abilities to run what if scenarios that will lead to optimal solutions (Azhar
and others, 2008). Therefore, the project value will be highly increased, particularly in
terms of energy efficiency, which is a crucial criterion for the accreditation of
environmental labels.
3.1.3
BIM interoperability
Considering that collaboration is a fundamental aspect of BIM and that different BIM
software packages can be used, the interoperability of information is a crucial issue.
This is why several exchange formats were developed. Industry Foundation Class (IFC)
is the main protocol for interoperability (Eastman and others, 2008). This format was
developed by the buildingSMART alliance and therefore does not belong to a particular
software vendor. Most BIM software is IFC compliant, which means that they correctly
implement IFC. A list of the IFC compliant software can be found on the
buildingSMART website (Espedokken, 2013). Although it has been proved that the IFC
protocol is sufficiently mature to be adopted in BIM projects, the use of IFC requires an
important knowledge about interoperability and BIM standards (Pniewski, 2011). In
addition, IFC does not enable to import/export the totality of a BIM model (Pniewski,
2011).
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3.1.4
BIM Levels Of Development
BIM technology offers the opportunity to develop a realistic and detailed model of a
building or a basic model that represents the conceptual geometry of project
components. This is why the American Institute of Architects (2008) defined 5 Levels
Of Development (LOD). These LOD are contractually used by the different
stakeholders to identify, for each element, to what extent the BIM model will be
detailed and who will be responsible for developing each component. Table B.1 defines
the five LOD as described in the AIA BIM protocol exhibit (2008) and can be found in
Appendix B.
3.1.5
BIM Maturity Levels
While BIM Levels Of Development are contractually used on projects, maturity levels
were developed for organisations to benchmark their BIM practices and processes.
There are several Maturity Levels models such as the Capability Maturity Matrix
developed by the NIBS (2007) and the Maturity Index defined by the BIM Industry
Working Group (2011). Table C.1 defines the Capability Matrix and can be found in
Appendix C. Figure D.1 represents the Maturity Index and can be found in Appendix D.
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3.2
Project Management in Construction
The purpose of this chapter is to give a brief overview of Project Management of a

construction project. This will allow the author to analyse the potential impacts of BIM
on Project Management in the next chapter.
3.2.1
Project Management Definition
According to Ward (2000), there is no single definition of Project Management,

accepted by all. The Project Management Institute (2013) defines Project Management
as the application of management skills and techniques to execute effectively and
efficiently projects, whereas businessdictionary.com defines Project Management as
the body of knowledge concerned with principles, techniques, and tools used in
planning, control, monitoring and review of projects. For the purpose of this
dissertation, Project Management will be defined as the interdisciplinary process, from
a concept of an idea, to the achievement of a satisfactory end result (Ward, 2000), and
a Project Manager will be defined as the person responsible for carrying out this
process, regardless who this person is working for.
3.2.2
Project Management main activities
According to the Project Management Institute (2000), the Project Management

Knowledge is based on nine areas:
1. Scope,
2. Time,
3. Cost,
4. Quality,
5. Human resources,
6. Communications,
7. Risk management,
8. Procurement and,
9. The integration of all these areas,
For the purpose of this dissertation, only the first seven areas will be developed
considering that no information about potential impacts of BIM were found for the two
last categories.
The deliverables, the associated processes and the objectives of each area are identified
in Table 3, as described in the Project Management Body of Knowledge (2000). Each
area is further explained below.
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Table 3: Project Management Activities

Responsibility
Deliverables
Project Scope
Definition
1. Scope
Statement
2. Work
Breakdown
Structure
Project Time
Management
1.
Project Cost
Management
1.
Project Quality
Management
1.
Project Human
Resource
Management
1.
Project
Communication
Management
1.
Project Risk
Management
1. Risk
Identification
2. Risk Analysis
3. Risk Response
Planning
2.
Processes to develop the

deliverables
1. Identify
the
customers 1. Ensure that all the
requirements
stakeholders
2. Identify the project goals and
understood the project
functions
scope and objectives
3. Identify
the
project 2. Ensure that all the
deliverables
project
deliverables
have been identified
Project
1. Activity Definition
1. Monitor progress to
Schedule
2. Activity Sequencing
ensure that the project
3. Activity Duration Estimating
will be completed on
time
2. Identify the specific
activities that must be
completed and when
Cost Budget
1. Resource Planning
1. Ensure that the project
2. Cost Estimating
will be completed
3. Cost Allocating
within the budget
Quality
1. Identify Quality Standards 1. Quality Assurance
Planning
relevant for each activities
2. Quality Control
2. Identify solutions to meet
these standards
Organisational 1. Assign
roles
and 1. Ensure that roles and
Planning
responsibilities
of
responsibilities
are
Staff
stakeholders
properly defined
Acquisition
2. Determine the relationships
between stakeholders
Communication 1. Determine the information 1. Information
Planning
needs of the stakeholders
Distribution
-
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Objectives / Utilisation of
the deliverables
Determine
what 1. Risk Monitoring and
hazards could occur
Control
Evaluate
the
probability
of
occurrence of these
hazards
Use Qualitative and/or
Quantitative
Risk
Analyses methods
Develop possible risk
responses
20
3.2.2.1 Project Scope Definition

The Project Management Team is responsible for clearly identifying the project scope,
which includes the project goals and functions, the customers requirements and the
extent of works to be carried out in order to successfully complete the project (Project
Management Institute, 2000).
This task is usually performed by writing a Scope Statement which is an agreement
among the key stakeholders and the project team (Project Management Institute, 2000).
In addition, a Work Breakdown Structure is generally carried out to clearly identify the
boundaries of the project in terms of deliverables (Project Management Institute, 2000).
3.2.2.2 Project Time Management
In order to ensure that the project will be delivered on time, the Project Management
Team is responsible for developing a detailed project schedule (Project Management
Institute, 2000). This process involves identifying all the tasks, estimating their
durations, and sequencing them according to their dependencies (Project Management
Institute, 2000).
This Schedule must then be used to measure progress.
3.2.2.3 Project Cost Management
The Project Management Team is responsible for delivering the project within budget.
Therefore, a detailed cost estimate must be developed (Project Management Institute,
2000). This process involves identifying the quantities of materials required to perform
each task, and cost controlling (Project Management Institute, 2000).
3.2.2.4 Project Quality Management
Concerning the quality requirements of the project, the Project Team must implement a
quality management strategy, which includes quality planning, quality assurance and
quality control (Project Management Institute, 2000). Quality planning is to identify the
quality standards that are applicable to the project and to develop solutions to meet them
(Project Management Institute, 2000). Quality assurance is to assess the overall quality
of the project on a regular basis (Project Management Institute, 2000). Quality control is
to monitor the quality of specific works performed and to determine their compliances
with the relevant quality standards (Project Management Institute, 2000).
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3.2.2.5 Project Human Resource Management

In order to manage the key stakeholders of the project and to organise the staff working
on the project, the Project Management team is responsible for developing a Human
Resource Management plan (Project Management Institute, 2000). This includes an
organisational planning that determines the roles and responsibilities of stakeholders.
Staff acquisition and team training must also be considered (Project Management
Institute, 2000).
3.2.2.6 Project Communications Management
In regards to communication between the key stakeholders, the Project Management
Team is responsible for developing a communication planning that defines the
information required by each project participant and the information exchanges to be
carried out (Project Management Institute, 2000).
3.2.2.7 Project Risk Management
The Project Management Team is responsible for managing the risks of the project.
They must therefore respect a risk management framework that includes: risk
identification, risk analysis, risk mitigation and risk responses (Project Management
Institute, 2000). In addition, these risks must be monitored and controlled during the
project (Project Management Institute, 2000).
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3.3
Integration of BIM in Project Management
The purpose of this chapter is to analyse how BIM can impact the several Project
Management activities, as described in the recent literature.
3.3.1
Scope Definition
BIM models are typically created after the Project Scope Definition stage (Performance
Building Institute, 2009). Consequently, BIM is not used to help define the project
scope and to develop the scope statement. Nevertheless, it can be used to visualise and
check the design concept and the scope of work (Himes and Steed, 2008).
Indeed, BIM can be used during the Conceptual Design phase whose goal is notably to
develop design alternatives in order to respond to the projects requirements mentioned
in the scope statement and the programme (Association of Professional Architects
Belize, 2013). This phase involves generating the general appearance of the building
and describing how it will meet the basic building programme. Figure 8 illustrates the
differences between conceptual design and construction documents with BIM.
Figure 8: Differences between conceptual design and construction documents with

BIM (Van, 2008)
BIM allows the project team to ensure the compliance of the proposed design(s) with
the owners requirements. By using the 3D representation, spatial analyses can be
carried out and the owner can quickly provide feedbacks (Eastman and others, 2008).
These early feedbacks have a strong and positive impact on the overall project success,
since most of the major decisions are made during the conceptual design phase
(Eastman and others, 2008). Changes can therefore be made earlier in the project lifecycle, which increases their influences on the project outcomes (Cherry and Petronis,
2009) as described in Figure 9.
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Figure 9: Level of influence of decisions in function throughout the project

(Cherry and Petronis, 2009)
In addition, later in the design process, the several analyses that can be conducted
through the BIM model, such as energy, light, and acoustic analyses, allow the design
team to ensure that the project will meet the project requirements regarding these areas
(Words & Images, 2009).
3.3.2
Time Management
Construction planning and scheduling is a complex process that involves estimating

tasks durations and sequencing activities according to their dependencies (Project
Management Institute, 2000). Spatial constraints, procurement and resources are some
of the issues that need to be considered during this process (Eastman and others, 2008).
Consequently, it requires the schedulers a significant personal experience to take into
account all the parameters, using only 2D drawings and the description of the project
constraints (Tulke and others, 2008).
To address these difficulties, BIM allows schedulers to include planning data within the
model such as the start date and the end date of a component, and float time available
(Autodesk (b), 2007). Some software applications allow schedulers to directly import
MS Project or Primavera files into the BIM model to automatically add the planning
data into the model (Autodesk (b), 2007). Construction simulations can therefore be run
to visualise the sequence of activities on the model. This visual link between the
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schedule and the situation on the ground provides a reliable basis for decision making
when evaluating various options (Chau and others, 2004) and help schedulers to
consider all the project constraints (Eastman and others, 2008).
The construction simulations are very effective to communicate with stakeholders.
Traditional methods of representing schedules, namely Gantt charts, are difficult to
understand. Only people who developed the schedule can fully understand its impact on
site logistics (Eastman and others, 2008). This is why one of the benefits of 4D models
(3D+time) is its ability to visually communicate the planned construction process to all
the stakeholders. This allows the project stakeholders who did not develop the schedule
to review the proposed construction process, which can lead to better solutions and/or to
correct mistakes (Eastman and others, 2008).
3.3.3
Cost Management
Cost-estimating is a major task of Cost Management.
This estimating process as
described by Halpin (2005), is divided into 4 phases that are represented in Figure 10.
Although Quantity take-offs is only one of these 4 phases, this is the longest activity
that traditionally takes from 50% to 80% of the overall process time, depending on the
type of the project (Autodesk, 2007 (c)). Indeed, estimators typically carry out manual
quantity take-offs from the 2D drawings (digital or paper-based), which involves
potential human errors and a lot of efforts (Sabol, 2008). BIM models offer the
possibility to automatically generate quantity take-offs, counts and measurements, since
they do not only contain graphical entities but parametric objects. Estimators can extract
these quantities from the BIM model and use this information in cost-estimating
applications (Hartmann and others, 2012). Consequently, a lot of time is saved and
errors are reduced (Autodesk, 2007(c)). Besides, as the quantity take-offs can be almost
instantaneously updated from the BIM model, estimators can rapidly react to design
changes (Eastman and others, 2008).
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Figure 10: Estimating process (Halpin and Woodhead, 2005)
Some estimating software applications, such as Innovayas Visual Estimating, provide a

graphic interface that allows the user to visualise the model for estimating purposes
(Sabol, 2008). For example, by selecting an object type in the cost estimate table,
Innovaya can display the concerned objects in the model, distinguished from the nonselected objects. This visualisation has a significant impact in the accuracy of estimates;
it allows estimators to gain a better understanding of the project and to make fewer
assumptions (Thurairajah and Goucher, 2013).
However, BIM does not automatically generates cost estimates, it is just a starting point
that provides some of the required information. The accuracy of quantity take-offs will
depend on the level of details of the model; in order to create a detailed cost estimate,
the model needs to be sufficiently detailed (Eastman and others, 2008). In addition, the
quantity take-offs activity does not become effortless with BIM, since estimators still
have to map the model and to identify project components in the same way these
components are divided in estimators cost databases (Hartmann and others, 2012). The
skills required to carry out this operation are new (Hannon, 2007). This may be the
reason why only 8% of Quantity Surveyors often use BIM to extract quantities
(Building Cost Information Service, 2011).
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3.3.4
Quality Management
BIM offers new ways of managing quality of construction projects and creates new
quality issues that must be managed.
First, BIM greatly facilitates the quality assurance and control of the design. The
possibility to run performance analyses allows testing the design against the clients
requirements and the quality standards that must be met in such areas as energy,
acoustic, lighting, and even structural performance (Rizal (b), 2010). In addition, the
clash detection function makes possible to rapidly correct many design errors (Editor
BIM Journal, 2012). This constitutes, therefore, an effective quality control of the
design.
Secondly, the combination of 3D laser scanning and BIM makes possible to compare
what is actually built on site with the BIM model. 3D laser scanning is a recent
technology that enables to produce a collection of data points, called point clouds,
which generates a 3D representation of the scanned area (Slattery, 2010). BIM models
can thus be compared with the laser scan to detect potential deviations from the design
(Jones, 2012). This can therefore be used as a quality control technique. However, it is
costly and time-consuming; 3D lasers are expensive high-tech products and scans can
take a relatively long time, depending on the required level of details. This is why it can
be more specifically used to control the quality of structural components that does not
require a high level of details (Haijian and Brandow, 2012). Indeed, structural
components such as rebar can be modelled as cylinders and steel sections can be
selected from standard section lists (Haijian and Brandow, 2012). Akinci et al (2006)
demonstrated the capability of this technology to detect the construction defects and
deviations in general. This technique is currently not widely used, but some specialists
are confident about its future expansion (Jones, 2012).
Although BIM offers new possibilities concerning quality assurance and quality control,
it also involves managing the quality of the BIM model itself. According to Kim and
Seo, (2010) BIM models must be checked on three distinct areas, namely: physical
elements, logical elements and object definition.
Physical elements refer to the level of details of the model, which must be checked and
measured against what was contractually defined (Kim and Seo, 2010).
Logical elements refer to logical checks such as the compliance with the programme in
terms of space areas, rooms, safety regulations etc. (Kim and Seo, 2010).
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Object definition refers to the names, attributes and properties of project components
described in the model. For example, if a wall is defined as a window, a quality control
must detect this mistake in order to correct it (Kim and Seo, 2010).
Given that BIM models are object-oriented, these quality checks can be performed
using software tools to support the process (Kim and Seo, 2010).
3.3.5
Human Resource Management
As a new technology that is associated with new processes, the use of BIM on a project
requires new roles and responsibilities to be assigned to new individuals. Modifications
in the way major stakeholders perform their activities are also needed (Rizal, 2010).
One of the most critical factors to successfully implement BIM on a project is the
personnels quality and knowledge (Sacandi, 2013).
According to Sacandi (2013) and the Department of Veterans Affairs (2010), a BIM
team must be established in the initial phases of a project where BIM is to be
implemented. This team must comprise a BIM Manager, a BIM Sponsor and Technical
disciplines/trades Lead Coordinators. There can be several BIM Managers, for example
a Design BIM Manager and a Construction BIM Manager (Department of Veterans
Affairs, 2010).
A BIM Manager is an individual with an important BIM experience and a sufficient
knowledge of the proposed authoring and coordination software (Department of
Veterans Affairs, 2010). His main role is to guide the rest of the project participants to
use BIM (Sacandi, 2013). He is responsible for ensuring the coordination and
integration of model information by providing appropriate technical configurations
(Department of Veterans Affairs, 2010; Sacandi, 2013).
A BIM Sponsor is a higher management BIM advocate who understands the need of
resources to successfully implement BIM (Sacandi, 2013).
Technical disciplines/trades Lead Coordinators must be the BIM leaders of major
operating units, such as Architecture, Civil, MEP and Structural units (Department of
Veterans Affairs, 2010). Their role is to coordinate the works of their units with the
other project participants (Department of Veterans Affairs, 2010; Sacandi, 2013).
In addition, BIM implementers must be involved in the project (Sacandi, 2013). They
are not necessarily part of the BIM team, as they do not participate in decisions
(Sacandi, 2013). Their role is to assist the operating units by actually using the software
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applications and helping them to understand the processes associated with BIM and the
information required (Sacandi, 2013).
Considering these new roles and individuals, the project manager must include them in
the organisational planning and the staff acquisition strategy.
Furthermore, the collaboration promoted by the use of BIM involves changing the roles
of the major stakeholders, namely: the Client, the Architect, and the Contractor (Rizal,
2010). These changes must be managed by the Project Management team to ensure an
optimal use of BIM (Rizal (a), 2010). Unfortunately, according to Rizal (a) (2010),
there is no complete practical knowledge on how these stakeholders should be managed
to allow collaboration to be effective. However, it is clear that traditional project phases
must be adjusted, as mentioned in chapter 3.1.1.2, to allow all the stakeholders to be
involved in early phases (Autodesk, 2008). In addition, the Project Management team
must clearly explain the importance of collaboration to the Architect and the Contractor
(Autodesk, 2008).
3.3.6
Communications Management
In theory, BIM makes possible for all members of the team to see any modification
made on the model in real-time (Mondrup and others, 2012). Consequently, BIM
improves the speed of communication and the quantity of information that can be
exchanged (Socha and Lanzetti, 2012). However, it does not necessarily improve the
overall communication among the project participants if the project team does not
develop a clear and appropriate communication strategy (Goldberg, 2011).
The Project Execution Planning Guide that was developed by the Computer Integrated
Construction Research Program (2010) details the several communication issues to be
considered.
The project team must define a collaboration strategy that determines the general
collaboration process, which should include communication methods and document
management (The Computer Integrated Construction Research Program, 2010).
Collaboration activities and their procedures should be defined, including frequency,
participants, and the location of each activity. (The Computer Integrated Construction
Research Program, 2010)
More importantly, the model delivery schedule of information exchange must be
developed. It should include the due dates of exchanges, but also the file type of the
model, the software used to create the file, the native file type, and the file exchange
29
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type (The Computer Integrated Construction Research Program, 2010). This is part of
the general electronic communication procedures that must be established by the project
team.
In addition, the project team must determine which software applications and versions
will be used (The Computer Integrated Construction Research Program, 2010). This
must be done at the very beginning of the project in order to be able to solve any
interoperability problems that could arise. Project participants must agree upon the
modelling content and reference information (The Computer Integrated Construction
Research Program, 2010).
Thus, the speed of communication made possible with BIM must be combined with an
important communication planning and the development of procedures to truly improve
communication between the project stakeholders (Goldberg, 2011).
3.3.7
Risk Management
BIM does not change the way risks are managed on a construction project, but it
generates new risks and mitigates others.
From a technology perspective, some benefits of BIM effectively mitigate several
significant risks (Hammad and others, 2012). For example, the clash detection function
allows the risk of design errors to be reduced and, therefore, potential reworks are
avoided (McGraw Hill Construction, 2011). The building performance analyses allow
the certainty to meet the Clients requirements to be increased, which notably reduces
the risk of not achieving sustainability goals (McGraw Hill Construction, 2011). In
addition, the automatic extraction of quantity take-offs reduces the risk of errors in costestimates (Hammad and others, 2012).
From a process perspective, 77% of respondents of the SmartMarket Report, published
by McGraw Hill Construction in 2011, believe that integrated teams and collaboration
made possible with BIM help to reduce several factors of risk in construction. For
example, the involvement of all the major project stakeholders in early phases tends to
result in a more complete design (McGraw Hill Construction, 2011). Communication is
improved in a collaborative environment, which reduces risks of delays and
misunderstandings (McGraw Hill Construction, 2011)
However, BIM also generates new risks due to collaboration between project
participants. Disputes are very frequent in construction projects; this is why the
contractual relationships between stakeholders traditionally detail the several
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responsibilities of each party. Because of the collaborative environment that is

associated with BIM, it is difficult to establish liability when a problem appears
(Martin, 2012). Given that the BIM model and data are shared between all the project
stakeholders, it is arduous to track the genesis of errors (The American Institute of
Architects, 2007). In addition, some changes that are made automatically can also lead
to mistakes (The American Institute of Architects, 2007). Consequently, there could be
a higher risk of disputes and litigations on projects where BIM is implemented (Martin,
2012). Although this issue could theoretically be managed by the use of BIM-specific
contractual provisions (The American Institute of Architects, 2007), some argue that
aggressive use of disclaimers and clauses would strongly reduce the benefits of BIM
(The American Institute of Architects, 2007).
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Questionnaire
The purpose of this chapter is to present and analyse the results of the questionnaire.
4.1
Global results
The table of results of the questionnaire can be found in Appendix E.

4.1.1
Level 1: Awareness
As described in Figure 11, 27% of construction professionals never heard of BIM.

Have you ever heard of BIM?
Figure 11: Global results, Awareness
Figure 12 describes from where respondents heard about BIM.

From where have you heard about BIM?
Figure 12: Global results, Source of awareness
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4.1.2
Level 2: Basic knowledge
As described in Figure 13, 42% of respondents do not know any BIM software package.
How many BIM software packages do you know?
Figure 13: Global results, Basic knowledge
4.1.3
Level 3: Basic usage
As described in Figure 14, 62% of respondents have never used BIM software.
Have you ever used BIM software?
Figure 14: Global results, Basic usage
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Figure 15 represents for what purposes respondents used BIM.

For what purposes have you used BIM model(s)?
Figure 15: Global results, common usages of BIM models

4.1.4
Level 4: Advanced knowledge
As described in Figure 16, 82% of respondents do not know what IFC is.
Do you know what IFC is?
Figure 16: Global results, Advanced knowledge
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4.2
Comparison between young and older professionals
As mentioned in the methodology chapter, most respondents are young construction

professionals. For this reason, the author decided to make a comparison between young
and older construction professionals answers to determine if the global results are
biased by the young average age of respondents. This comparison also makes possible
to identify a potential evolution of the construction professionals knowledge about
BIM.
4.2.1
Level 1: Awareness
Figure 17 indicates that 86% of professionals younger than 25 have ever heard of BIM,
against 47% of older professionals.
People up to 25 years old
People strictly older than 25
Figure 17: Comparison between young and older construction professionals,

Awareness
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4.2.2
Figure 18 indicates that 72% of professionals younger than 25 have at least a basic
knowledge about BIM against 32% of older professionals.
Figure 18: Comparison between young and older construction professionals, Basic
knowledge
4.2.3
Figure 19 indicates that 50% of professionals younger than 25 have ever used BIM
software, against 16% of older professionals.
Figure 19: Comparison between young and older construction professionals, Basic
usage
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4.2.4
Figure 20 indicates that 22% of professionals younger than 25 know what IFC is,
against 11% of older professionals.
Figure 20: Comparison between young and older construction professionals,

Advanced knowledge
4.2.5
Conclusions
Two conclusions can be drawn from these results.

First, it can be noticed that younger construction professionals know more about BIM.
Proportionally the difference between these two categories becomes greater with the
level of knowledge, apart from the last level.
Secondly, the global results are biased by the fact that most respondents are young
construction professionals. In reality, it can be expected that the global knowledge of all
construction professionals is significantly lower than presented above.
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4.3
Comparison between people who work on-site and others

4.3.1
Level 1: Awareness
Figure 21 indicates that 31% of construction professionals who work on-site have ever
heard of BIM, against 26 % of other construction professionals.
People who work on-site
Others
Figure 21: Comparison between professionals who work on-site and others,
Awareness
4.3.2
Figure 22 indicates that 56% of construction professionals who work on-site do not
know any BIM software package, against 36 % of other construction professionals.
Others
Figure 22: Comparison between professionals who work on-site and others, Basic
knowledge
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4.3.3
Figure 23 indicates that 63% of construction professionals who work on-site have never
used BIM software, against 62 % of other construction professionals.
Others
Figure 23: Comparison between professionals who work on-site and others, Basic
usage
4.3.4
Figure 24 indicates that 100% of construction professionals who work on-site do not
know what IFC is, against 74 % of other construction professionals.
Others
Figure 24: Comparison between professionals who work on-site and others,
Advanced knowledge
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4.3.5
Conclusions
From these results, it can be concluded that construction professionals working directly
on-site know less about BIM than others. However, this is not due to the utilisation of
BIM on projects, considering that the percentage of people who already used BIM is the
same for the two categories of professionals.
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Interviews
The purpose of this chapter is to summarise the results of the interviews.

5.1
BIM concepts and definitions

5.1.1
BIM model
Mr Amara explained that a real BIM model is to be used by several participants at

several phases of the project (e.g. design phase and execution phase).
In more practical terms, Mr Levrot stated that the objective of BIM is to produce a
complete virtual model of the building before the execution phase.
5.1.2
Pre-BIM model
Mr Amara defined what he calls a pre-BIM model. A pre-BIM model is created with
BIM software, but it is not used by several participants and/or at several phases of the
project. It cannot be called a BIM model, since it does not comply with the condition
mentioned above.
5.1.3
Dead model
Even more specifically, Mr Amara defined what he calls a dead model. A dead model
is created with BIM software, but it cannot be used during the utilisation phase, since it
does not represent the final building. For example, if a model is created by the Architect
during the design phase, and is not updated by the Contractor during the execution
phase, there will be many differences between the model and the final building; it will,
therefore, become a dead model.
BIM is aimed at being used until the maintenance and utilisation phases, or even the
deconstruction phase. If a model is created and used only during the design phase and is
not updated according to the modifications that will be made afterwards, this model will
eventually be different from the real building. Consequently, this model is not a real
BIM model, it is only a dead model.
Franois Amara (2013)
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5.1.4
BIM levels
Mr Amara defined three levels of BIM. Each level involves different missions and
software products.
5.1.4.1 Level 1: Modeling
Each member of the design team (Architect, MEP Engineers, Structual Engineers etc.)
creates a model using BIM software, such as Revit, AECOSim etc. (Amara).
5.1.4.2 Level 2: Navigation
The different models are compiled to create the BIM model that will be used for several
analyses, such as clash-detection, using for example Navisworks or Navigator (Amara).
5.1.4.3 Level 3: Collaboration
This level refers to a real collaboration between the project stakeholders, involving
verifications and approvals. Buzzsaw and Projectwise can be used for this level
(Amara).
5.1.5
BIM interoperability
5.1.5.1 The three operability levels

Mr Amara distinguishes three operability levels:
1. Compatibility: A is compatible with B; C is compatible with D. This level
refers to the different software from the same software publisher (ex: Revit MEP
is compatible with Revit Architecture; AECOsim Energy simulator is
compatible with AECOsim Building Designer)
2. De-facto standard: A, B, and C are compatible with D. This level refers to the
scenario when a specific software product is used by most project participants;
the others must, therefore, work with the same format.
3. Interoperability: A, B, C and D are all compatible through an open standard.
This level is not currently reached in BIM.
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5.1.5.2 IFC
Mr Amara considers that IFC is not harmful when a file is imported from a different
software product, considering that it is almost the only way to convert the information.
Moreover, IFC is relatively effective for visualisation purposes.
However, Mr Amara pointed out the fact that IFC conversions cause 15-20% of random
data loss and double the size of files. This is unacceptable for the client and it causes
liability issues (Amara). Indeed, if a file is converted into IFC, the author of the original
file cannot guarantee the converted version (Amara).
The main point is the difference between exchanges and deliverables (Amara).
Exchanges refer to the regular exchanges between designers, whereas deliverables refer
to the final exchanges with the Client (Amara).
There is absolutely no project in the world where regular exchanges were to be in IFC
contractually. The last New York Guidelines, published in July 2012 is IFC-free.
American companies do not want to use IFC.
Franois Amara
Nevertheless, Mr Amara thinks that working with a single software publisher and
delivering a final BIM model to the client in IFC - what is called Native + IFC - is a
good practice.
IFC are useful, but professionals must accept that exchanges between designers cannot
be in IFC.
Franois Amara
In order to ensure operability between designers, Mr Amara thinks that a de-facto

standard must be established on every project. This means to impose the software
publisher that is used by most project participants (Amara). However, some BIM
specialists disagree, considering that each software editor offers particular advantages
(Moreau, 2013). For example, Revit is particularly effective for Architectural elements,
whereas Tekla is specialised in steel structures (Moreau, 2013).
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5.1.6
BIM implementation scenarios
Three different kinds of BIM implementation scenarios were identified by Mr Amara,

depending on who takes the initiative to implement BIM on a project.
5.1.6.1 Client initiative
The ideal scenario is when the client wants to use a BIM model and appoints a Project
Manager who will be responsible for the entire project, from design to delivery
(Amara).
5.1.6.2 Contractor initiative
The Contractor can decide to use BIM, even though the Architect works with 2D
drawings (Amara). In that case, the model is called a synthesis model and is used to
carry out the data synthesis (Amara). The Contractor will create this model on the basis
of the 2D drawings made by the design team (Amara).
The Contractor can then decide to sell this BIM model to the Client so that it could be
used during the utilisation and maintenance phases (Amara). Most of the time, the
model is used only to synthesise the data and is not sent to the Client (Amara).
5.1.6.3 Architect initiative
Sometimes, the Architect takes the initiative to implement BIM on the project. This
leads to different options (Amara).
First, if the Client did not express any needs for a BIM model, the Contractor can decide
to work with 2D drawings (Amara). This is the most common scenario in France;
models are only dead models that are used only by the Architect in order to visualise
the project (Amara).
Secondly, if the Contractor chooses to work with BIM, or if the Client imposes him to
do so, he can work with a synthesis model, different from the Architects model
(Amara). This is what is happening on the Louis Vuitton Foundation in Paris (Amara).
Thirdly, the Contractor can work with the same model as the Architect, as it is the case
on the future Paris Courthouse project (Amara).
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5.2
State of BIM in France

5.2.1
Current situation
It is currently the very beginning of the implementation of BIM in France. The French
construction industry seems to be a late adopter of this technology, compared with other
countries.
Philippe Levrot (2013)
Although the Smart Market report, published by McGraw Hill Construction in 2010,
concludes that France is the leader in BIM in Europe; it is actually not the case. Mr
Amara explained that this survey was based on the number of software licences owned
by companies, without making the distinction between 3D software products, such as
3Ds or Rhino, and real BIM software. This is why this survey is not representative of
the real state of BIM in France (Amara).
There are only 7 projects in France where real BIM is implemented

I have never heard about a project where everybody was working with BIM; even on
the Louis Vuitton Foundation project or the Parisian Philharmonic, some project
participants work with 2D drawings.
Simon Moreau (2013)
5.2.2
Common practices
5.2.2.1 Poor utilisation of models

Most BIM models that are created in France are actually dead models, which are
used only by one participant for his own needs. Real BIM market is just being created
in France.
Mr Amara stated that there are only few projects where there is an actual agreement
between the Client, the Architect, and the Contractor, about the implementation of BIM.
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The vast majority of BIM models are created on the initiative of the Architect or the
Contractor, in order to respond to their own needs (Amara).
Mr Adnew took the example of the project, where he is currently working, to illustrate
the poor utilisation of models, which are mainly used as complementary elements to 2D
drawings.
From the 2D drawings, we create the BIM model, and go back to 2D drawings,
without using the full potential of the model.
Temesgen Adnew (2013)
In addition, Mr Moreau observed that BIM was mainly used off-site, even in big
projects.
5.2.2.2 Limited collaboration
The main issue is that each project participant produces his own BIM model,
depending on his needs, without thinking about the other stakeholders. Real
collaboration that can be brought by BIM is still far away.
Adeline Gesnot (2013)
Ms Gesnot explained that BIM models are only used internally in her company,
Bouygues Habitat Social le de France (IDF). Even though, collaboration exists between
several departments of the company (e.g. Cost-estimating department and Methods
department), it is still very difficult to collaborate even within the same company
(Gesnot). Indeed, as described by Ms Gesnot, the Methods department cannot directly
use the model created by the Cost-estimating department; many data are useless, such as
the partition walls, and many others must be modified of added. For example, a slab can
be seen as a single object by the Cost-estimating department, whereas the Methods
department must divide it into several pieces, depending on the size of the formwork
material.
We often wonder if it would not be faster to redraw entirely the model instead of
modifying the original one.
Adeline Gesnot
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BIM models are supposed to be created by the Architect and sent to the Contractor. It
is not the case yet.
5.2.3
Obstacles
5.2.3.1 Lack of knowledge

Mr Adnew and Mr Moreau stated that one of the main obstacles for the adoption of
BIM in France is the professionals lack of knowledge about BIM. People do not realise
the potential of BIM since they do not have a sufficient knowledge about this
technology and its associated processes (Adnew; Moreau). In addition, Mr Moreau
observed that most construction professionals lack computer skills, required to use
BIM.
5.2.3.2 Attachment to traditional techniques
Mr Adnew and Mr Levrot mentioned that the French construction industry does not
have an innovative culture. People tend to be attached to traditional techniques.
5.2.3.3 Lack of contract terms
According to Mr Amara, there is a significant lack of knowledge in terms of contract
clauses related with BIM. The French construction industry does not know how to
contractually protect project participants from BIM issues, such as liability (Amara). To
address that problem terms related with BIM must be clearly defined (Amara).
What are the roles of each steakeholder? What is a BIM Manager? What is a BIM
Implementer? Terms, functions, deliverables and exchanges must be clearly defined.
5.2.3.4 Lack of standards

Mr Amara noticed that there is a lack of standards in France, which slows down the
expansion of BIM. BIM Managers (or Implementers) use different classification rules to
define objects in BIM models, as opposed to the United Kingdom where objects
classes must comply with a defined standard (Amara).
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Concerning levels of details, standards similar to the LODs defined by the AIA exist
in France (Amara). However, Mr Amara stated that level of details is a pending
question in France and in Anglo-Saxons countries as well. It is very difficult to
precisely define general levels of details because it must depend on the project (Amara).
5.2.3.5 Necessary investment
Mr Levrot explained that BIM adoption requires a significant investment to buy
software, IT materials, and to train employees. Considering that the French construction
sector is currently undergoing a crisis, companies tend to reduce their investment
(Levrot). In addition, the French construction industry is composed of many small
companies that do not have sufficient resources to invest in new concepts and
technologies (Levrot).
5.2.4
Impact of the new Thermal Regulation
Most interviewees agreed that the switch from the 2005 Thermal Regulation (RT2005)
to the 2012 Thermal Regulation (RT2012) would have a positive impact on the use of
BIM in France.
Mr Levrot explained that the RT2012 tends to force thermal engineers to find optimal
solutions, instead of overestimating thermal needs to ensure the compliance with the
RT2005. Considering that BIM makes possible to run accurate simulations based on a
model that can be easily modified, thermal engineers can test several scenarios in order
to find an optimal solution (Levrot).
Thermal Analysis is typically a sector that can be completely simplified by the use of
BIM.
However, Mr Amara, Mr Levrot and Mr Moreau observed that thermal engineers could
easily comply with the RT2012 without using a BIM model.
A BIM model is generally too detailed and too complex to be used to carry out a
thermal analysis.
Simon Moreau (2013)
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5.2.5
Outlook of development
5.2.5.1 Missions of BIM France

BIM France is an association created in March 2013 and presided by Mr Amara whose
main objective is to encourage the use of BIM in France.
Among their numerous missions, BIM France is currently working on a proposal of an
objects classification standard with the Association Franaise de NORmalisation
(AFNOR) (French Association of Standardisation) (Amara). In addition, BIM France
identified the development of a list of contract clauses related with BIM as a central
issue for 2013 (Amara).
The work of this association can have a strong and positive impact on the use of BIM in
France.
5.2.5.2 Involvement of big Construction Groups: The example of Eiffage
Philippe Levrot, Technical Director of Eiffage Construction Rhne, explained the
development strategy of BIM at Eiffage. For now, Eiffage Construction mainly uses
BIM internally for its own purposes, which leads to dead models and does not imply
any collaboration (Levrot). Since the Group believes that BIM is beneficial for the
whole construction industry, Eiffage tries to convince other project participants to adopt
this technology (Levrot).
First, Eiffage Construction tries to convince its direct partners, such as Engineering
consultancies, and try to establish protocols and graphic charters to produce models that
can be used by all participants (Levrot). This would avoid partners to re-enter the
project data to carry out their calculations and studies, which would reduce the cost of
their services for Eiffage Construction (Levrot). In addition, a significant advantage of
this practice is that modifications can be shared instantaneously (Levrot).
Secondly, the construction company tries to convince architects they are used to work
with (Levrot).
Thirdly, given that the Group has both a real estate development company and a
construction company, the strategy is to impose the use of BIM on projects financed by
the real estate development company (Levrot).
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5.2.5.3 Design and Build projects

Ms Gesnot stated that collaboration with BIM would probably expand on Design and
Build (D&B) Projects. Indeed, as the Contractor and the Architect collaborates to
design the project, it is much easier to implement a collaborative BIM model (Gesnot).
Ms Gesnot took the example of one of her projects to illustrate this point. On this
particular project, the Cost-estimating department of Bouygues Habitat Social IDF
worked with the Architect to prepare the bidding documents using a BIM model. Cost
was estimated using the model, and the model was modified step-by-step in order to
reduce the cost down to the Client budget (Gesnot).
Nevertheless, this kind of collaboration happens only on D&B projects (Gesnot).
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5.3
BIM and Project Management in France

5.3.1
Scope Definition
Mr Levrot stated that BIM models were very effective to communicate with the Client.
Eiffage Construction, as a Contractor, usually includes BIM models in technical files
during the bidding phases (Levrot). It shows the Client that the project is fully
understood. Furthermore, BIM models allow each project participant to know precisely
what he has to do, which saves a lot of time (Levrot).
A BIM model is a perfect tool to communicate with Clients. It reassures them by

showing that their requirements and specifications are understood.
Communication with the client is one of the most concrete and effective impact of
BIM for now.
Simon Moreau (2013)
Mr Adnew gave some examples where BIM was used to communicate with the Client.
On his project, his team produced for the Client a video that shows a character
exploring the construction site during different phases. This makes possible to
understand how the building is designed and to clearly visualise the project (Adnew).
During meetings, 3D visualisation is really beneficial. With 2D drawings, it is much

more difficult to understand and visualise things, especially for someone who does not
have a long experience in the construction sector.
Temesgen Adnew (2013)
Mr Adnew also produced a very accurate model and a detailed rendering of an entire
room with different materials; the Client and the Architect were, therefore, able to check
the choice of materials before building the prototypes.
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5.3.2
Time Management
5.3.2.1 Scheduling
Several interviewees pointed out the fact that producing schedules that are linked with
the components of a BIM model was a very time-consuming task, as it requires linking
each component to its related activity on the schedule (Levrot; Moreau; Gesnot).
Nevertheless, for small and particularly complex parts of a project, it can be very
helpful to check the assembly sequence.
Mr Levrot explained that, even if the BIM model is not directly linked with the
schedule, the 3D visualisation offered by the model is very helpful to carry out the
schedule traditionally. This is even more effective when the same person creates the
model and carries out the schedule, as it is the case in Mr Levrots department.
When he creates the model, he already thinks of how it will be built, and he detects all
the potential difficulties. Schedules are, therefore, produced much faster and more
accurately with the model.
5.3.2.2 Progress measurement

On Mr Adnews project, the BIM model is used to measure progress of structural work.
Every month, built components are identified and the information is entered into the
model (Adnew). These elements are then displayed in a different colour in the model
(Adnew). This allows the site/project managers to automatically calculate the quantity
of steel and concrete used, in order to manage the budget and materials.
5.3.1
Cost Management
All the interviewees agreed that cost-estimating with BIM models worked very well.
Mr Levrot and Mr Moreau highlighted the fact that it does not take more time to create
a BIM model than to calculate traditionally the quantity take-offs. This is why some
companies that are specialised in cost-estimating create BIM models only in order to
calculate the quantity take-offs (Moreau). Models are used to estimate the cost and are
not sent to other project participants (Moreau)
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In Ms Gesnots cost-estimating department, from the quantity take-offs generated by

Revit and via an Excel file, cost is estimated automatically.
The time that is saved with automatic quantity take-offs is really significant. The Costestimating department will definitely keep this working method and will not subcontract quantity take-offs anymore.
Adeline Gesnot (2013)
Automatic quantity take-offs offer many advantages (Moreau, Levrot, Gesnot). Since
modellers are used to producing BIM models very quickly, they can estimate the cost of
a project quicker and more accurately than average (Moreau, Levrot, Gesnot).
Traditional cost estimating techniques, namely non-automatic quantity take-offs, are
very error-prone (Moreau, Levrot, Gesnot). BIM models makes possible to greatly
reduce the number of mistakes (Moreau, Levrot, Gesnot).
However, BIM-aided Cost-estimating is quite recent in France, even more than in the
United-Kingdom (Moreau). Consequently, things are still unclear and everyone tries
small experiments individually (Moreau).
Mr Adnew pointed out the fact that some automatic quantity take-offs do not match
with already established cost-estimating procedures. Consequently, modifications in the
model must be made, or cost-estimators must change the way they are working
(Adnew).
5.3.1
Quality Management
5.3.1.1 Data Syntheses
Data synthesis aims at ensuring that all elements (fluid networks, structural elements
etc.) will properly fit together. All interviewees agreed that BIM was very helpful to
carry out this process. Indeed, it is very difficult to detect all potential issues with 2D
drawings, whereas clash detection and 3D visualisation allow constructability issues to
be easily identified (Moreau, Levrot, Amara, Adnew).
In addition, BIM models can be used to produce 2D cross-sections at every zone of a
project almost instantaneously (Adnew).
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BIM models are very useful to carry out data syntheses. In complex projects, such as
hospitals, where there are many fluid networks, a lot of time is spent in synthesis
meetings in order to identify how things can be built. But even when data syntheses are
carried out, problems still occur. If a BIM model that contains all the information is
created, data synthesis can be carried out quickly with a less errors.
Nevertheless, as mentioned by Mr Levrot, data syntheses can be carried out from a BIM
model only if it contains all the required information (Levrot). In addition, even with an
accurate BIM models, errors are still made (Levrot). This is why controlling procedures
will always be necessary (Levrot).
5.3.1.2 Design inconsistencies
Mr Levrot pointed out the fact that producing a BIM model allows design
inconsistencies to be detected. Indeed, a design inconsistency refers to a deviation that
appears in two different representations of the same elements. With a BIM model, as an
object is created only once, all views will represent the same element (Levrot).
5.3.1
Human Resource Management

5.3.1.1 The impact of BIM on Human Resource Management
Mr Moreau and Mr Levrot agreed that the use of BIM would eventually modify certain
jobs to some extent.
Considering that creating a BIM model is faster than producing 2D drawings, fewer
drafters are necessary (Moreau). In addition, as drafters more easily understand what
they draw with a BIM model, less experience in the construction sector is needed; on
the other hand, it requires greater IT skills.
It is really faster to add information to a BIM-model than to 2D drawings

Simon Moreau (2013)
Mr Levrot and Mr Moreau stated that the profession of traditional quantity surveyor
would eventually disappear, because of automatic quantity take-offs.
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Mr Levrot mentioned that people responsible for data synthesis could also be impacted
to some extent.
If the building is completely virtually built before the execution phase, we can think, in
the best-case scenario, that data synthesis will become useless, because this would have
been done during the modelling phase, but this is still a utopia.
5.3.1.2 What is a BIM Manager?

Simon Moreau stated that the term BIM Manager is unclear. At least three different
functions can be identified (Moreau).
The BIM Manager of an organisation is responsible for defining the general guidelines
in terms of BIM (Moreau).
Usually, there is another BIM Manager for each project (Moreau). In big projects, there
can be several BIM Managers in direct interaction with the model (Moreau). They will
manage exchanges and exports, define classes etc. (Moreau).
Finally, another kind of BIM Manager will manage collaboration between the project
participants and carry out the data syntheses (Moreau).
5.3.1
Risk Management
5.3.1.1 Design inconsistencies
Most interviewees stated that risks related to design inconsistencies are strongly
mitigated using BIM models.
5.3.1.2 Constructability issues
Mr Levrot and Mr Moreau explained that risks related to constructability issues are
mitigated with a BIM model, since the detection of these issues is much more easier
with the model than with 2D drawings. In addition, BIM models can be used to support
the decision of a technical option, which reduces the risk of making wrong technical
choices (Levrot).
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5.3.1.3 Interpretation errors

Mr Amara and Mr Moreau emphasised the fact that a BIM model allows the mitigation
of risks related to interpretation errors. Indeed, with a BIM model, there is only one
possible interpretation (Levrot, Moreau, Amara).
5.3.1.4 Risks generated with BIM
The first issue is interoperability. If there is no de-facto standard, there is no continuity
of the model (Amara).
The second issue is due to the lack of contractual knowledge about BIM. To address
that problem, an appropriate agreement must be written and signed by the Architect, as
well as by the Contractor (Amara).
The third central issue is that people tend to forget the final user of a BIM model,
namely the Client. BIM models are to be used by the Client during the maintenance and
utilisation phases. The model will obviously be modified by the different project
participants; but at the end of the project, it must be usable by the Client. If this
objective is not met, the final model does not represent the building that was erected.
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Discussion
The purpose of this chapter is to explain the differences between the previous results
and the literature. The validity of the results is also discussed in this chapter.
6.1
Difference between BIM in France and BIM in the literature

6.1.1
Pre-BIM and Dead Models
In the literature, a basic premise of BIM is collaboration by different stakeholders at

different phases of the lifecycle of the building (NBIS, 2007). However, different levels
of BIM can be identified in reality. A life-cycle approach and collaboration between
stakeholders would correspond with the highest level of BIM. In France this level is
reached only on very few projects (7 projects according to BIM France). Nearly all
projects where BIM software packages are used do not involve a life-cycle approach
and collaboration between stakeholders. Most BIM models are actually pre-BIM
models and dead models (Amara; Levrot; Gesnot). Pre-BIM models refer to models that
are used by only one stakeholder, whereas dead models refer to models that do not
represent the final building (Amara).
Consequently, there is a major difference between the impacts of BIM in the literature,
and the impacts of BIM in France, since they do not refer to the same levels of BIM. In
particular, the impacts of an increased collaboration and of the life-cycle approach do
not appear in France.
The interviews and this discussion deal, therefore, with a different level of BIM from
the one mentioned in the literature.
6.1.2
Initiator of the implementation of BIM
In France, the initiator of the implementation of BIM on a project is, in almost all cases,
the Architect or the Contractor, not the Client (Amara).
If the Architect decides to use BIM, in most cases, he will use it for his own purposes,
namely visualisation of the design. He will generally not send his model to any other
stakeholder, even if the Contractor wants to use BIM as well. If the Architect accepts to
send his model, it would often be easier for the Contractor to develop his own model
from scratch. Indeed, these two stakeholders do not use BIM for the same purposes; the
models are, therefore, created differently and contain different information (Amara;
Levrot). For example, the Architect can define a slab as a single object, whereas the
Contractor would rather divide each slab into several elements depending on the
dimensions of the formwork materials (Gesnot). This is why the Contractor generally
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creates a model from the 2D drawings sent by the Architect, regardless if the Architect
used a BIM model or not.
Models created by Contractors are commonly used to generate the quantity take-off, to
detect constructability issues and design inconsistencies, and to carry out data syntheses
(Amara; Levrot; Moreau; Adnew). They are not sent to Clients in most cases (Amara;
Levrot).
Clients very rarely impose the use of BIM on stakeholders in order to use BIM models
during the utilisation and maintenance phases (Amara; Levrot). This is, however, the
best way to ensure the continuity of a model, and as a consequence, collaboration
among stakeholders and a life-cycle approach. In other words, the next level of BIM
will be reached when Clients will contractually ask for BIM models that can be used
during the utilisation and maintenance phases.
6.1.3
Limited interoperability
The fact that collaboration is not involved in BIM in France is also due to the lack of
interoperability of BIM software. Interoperability of BIM is a controversy issue even in
the literature; buildingSMART argues that IFC allows BIM user to exchange their
models easily, but it seems that the loss of data and the increase of file size caused by
conversions into IFC are too significant to ensure a complete interoperability (Amara).
In addition, there are no BIM standards yet in France (Amara; Levrot). This means that
collaboration between stakeholders requires establishing a graphic charter and object
classification rules.
Finally, stakeholders create BIM models for their own needs; consequently, models are
not adapted to be sent to other potential users.
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6.1.4
Construction professionals knowledge
The questionnaire carried out for the purpose of this dissertation is also an element that
gives an idea about the state of BIM in France.
First, the basic knowledge of construction professionals about BIM is quite low: 27% of
respondents never heard of BIM. This shows that even pre-BIM and dead models are
used on few projects.
Secondly, the advanced knowledge of construction professionals about BIM is
evaluated with a question that relates with interoperability issues. Consequently, it
refers to the highest level of BIM that involves collaboration between stakeholders. 82%
of respondents do not know what IFC is; this supports the idea that the highest level of
BIM is not reached yet in France.
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6.2
Current evolution of BIM in France

6.2.1
Gateways to the adoption of BIM
The adoption of BIM requires significant investments (Levrot). However, some basic
uses of BIM models allow companies to ensure a quick Return On Investment (ROI).
As mentioned by all the interviewees, it is faster to create the model and to
automatically generate the quantity take-offs than to traditionally calculate the quantity
take-offs. Besides, automatic quantity take-offs are more accurate than the ones
calculated traditionally. Consequently, this simple use allows companies to save a
significant and easily measurable amount of time and money.
Clash detection is also a simple BIM function that makes possible to avoid a
considerable number of defects and unexpected reworks. Consequently, lots of time
and money are saved.
Thus, many construction professionals who use BIM consider that these two simple
uses constitute a sufficient ROI (Levrot; Adnew; Moreau).
Consequently, lots of Contractors adopt BIM only in order to carry out cost-estimates
and clash detection (Levrot; Moreau). But considering that they possess a BIM model at
the end of these processes, they want to take most advantage of it by developing other
uses.
This is why these simple uses can be considered as gateways to the adoption of BIM,
although, they are, most likely, not the greatest benefits of using BIM. In addition, it
explains why this is the Architect or the Contractor who implement BIM on a project,
instead of the Client.
6.2.2
Roles of big Construction Groups
As mentioned earlier, the next level of BIM can be reached in France if Clients impose
the use of BIM on stakeholders. However, given that Clients are far from practical
issues that are impacted by the use of BIM, they do not realise the benefits they can
draw from it (Levrot) - namely, a lower cost of projects, a higher quality of buildings,
and a model that can be used during the utilisation and maintenance phase. As a
consequence, Clients must be convinced by Architects and Contractors who already use
BIM. This is what big Construction Groups are trying to do.
Several Construction Groups in France, such as Bouygues, Eiffage, and Vinci, have
both construction and real estate departments. Given that their construction departments
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realised the potential benefits of BIM, since they are familiar with practical issues that
can be impacted by its use, they are currently convincing their real estate departments to
contractually implement BIM on their projects (Levrot; Adnew; Gesnot).
Therefore, it can be supposed that the next level of BIM will be reached relatively soon
because of the initiatives of big Construction Groups, at least on big projects.
6.2.3
Design and Build projects
On a Design and Build (D&B) project, a single entity contracts both the design and the
construction of the project. In France, this entity is generally a Contractor who can use a
design consultancy or can form a partnership with an Architect. If there is a partnership,
the Contractor and the Architect collaborates during the design phase. Consequently,
both stakeholders can easily collaborate through the same BIM model (Gesnot). This is
why Design and Build projects can be seen as a driving force of collaboration with
BIM.
Nevertheless, this delivery system is allowed by law only for public projects and under
certain conditions. Therefore, it cannot impact many projects.
6.2.4
Construction professionals knowledge
The questionnaire carried out for the purpose of this dissertation shows that the
knowledge of younger construction professionals is higher that the one of older
construction professionals (>25 years old). This is due to the fact that French Civil
Engineering Schools now teach students about BIM, as shown Figure 12: Global
Results, Source of Awareness. Consequently, it can be assumed that the general
knowledge of construction professional will progressively increase. Given that most
interviewees identified the lack of knowledge of construction professionals about BIM,
as an obstacle to the expansion of BIM, this increasing knowledge will certainly have a
positive impact on the use of BIM.
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6.3
Impacts of the French version of BIM on Project Management

6.3.1
Limited collaboration
As mentioned earlier, although collaboration with BIM exists between departments of a

same organisation, there is no particular collaboration between stakeholders brought by
BIM in France. BIM is not used globally on projects; it just modifies the way some
tasks are carried out. Consequently, many impacts of BIM on Project Management,
described in the literature, do not appear on French construction projects.
In terms of project phases, BIM is supposed to favour a phase-less process, with
concurrent design and engineering by different disciplines (Rizal (b), 2010; Succar,
2009). In France, the use of BIM has no impact on project phases; clients do not appoint
stakeholders earlier than traditionally. As a consequence, the advantages of early
contributions of stakeholders, such as the increase of project value and of efficiency, are
lost.
In regards to Quality Management, the model must be checked in order to generate
accurate automatic quantity take-offs, and to correctly detect clashes; but it does not
have to comply with any graphic charter or object definition rules, since the model is
not to be sent.
There is no particular Human Resource Management framework to follow, since the
roles of each stakeholder do not change.
All the communication procedures described chapter 3.3.6 and recommended by the
Computer Research Program (2010) are avoided because BIM models are not shared.
As a consequence, the advantage of automatic updates, when changes are made, is lost.
Risks related with collaboration, such as liability issues and interoperability, are not to
be considered.
Dissertation
62
6.3.2
Common uses
Although BIM in France does not reach the highest level described in the literature, it
impacts several Project Management activities.
6.3.2.1 Communication with the Client
Communication with the Client is greatly improved by using a BIM model (Moreau;
Levrot; Adnew; Amara). Considering that Clients do not always have a significant
experience in construction, it is much easier for them to understand a 3D model rather
than 2D drawings.
6.3.2.2 Time Management
In France, it seems that schedulers rarely link the schedule with the BIM model, since it
is really time-consuming (Moreau, Levrot). Nevertheless, this linkage can be useful in
particularly complex parts of a project, in order to check the assembly sequences
(Moreau).
In addition, BIM models are helpful to carry out schedules traditionally. It is much
easier for schedulers to produce a schedule from a 3D model rather than from 2D
drawings (Moreau; Levrot).
Finally, BIM models are also used to measure progress. Elements installed can be
displayed in a different colour in the model, and the quantity of concrete and steel used
can be generated in order to manage the budget and materials (Adnew).
6.3.2.3 Cost Management
As mentioned earlier, BIM models are used to automatically generate quantity take-offs
(Moreau; Levrot; Amara; Adnew; Gesnot). This causes a very significant gain of time
for cost estimators (Moreau; Levrot; Amara; Adnew; Gesnot). In addition, these
quantity take-offs are more accurate that the traditional ones, since there is no
calculation mistake (Moreau; Levrot; Amara; Adnew; Gesnot).
6.3.2.4 Quality Management
BIM models makes possible to easily control the design of the building; constructability
issues are easily detected through 3D visualisation and clash detection. In addition, the
creation of the model allows drafter to identify all the design inconsistencies.
This simple quality control of design makes possible to greatly reduce the number of
defects and reworks.
Dissertation
63
6.3.2.5 Risk Management

Given that BIM makes possible to easily and efficiently control the design, risks
associated with constructability issues and design inconsistencies are naturally
mitigated.
In addition, considering that a BIM models is generally used by only one stakeholder,
there are no additional risks related with interoperability and legal issues.
Dissertation
64
6.4
Validity of the Results

6.4.1
Interviews
The author chose interviewees from different backgrounds and companies in order to
ensure the validity of the results. However, considering these differences, the author did
not ask exactly the same questions to all the interviewees. The main objectives were to
evaluate the state of BIM in France and its impacts on Project Management.
Consequently, the analysis of the interviews was not about comparing the point of view
of each interviewee, but to compile them in order to cover a maximal number of topics.
For this reason, it can be argued that some statements are only supported by one
interviewee. However, interviewees were questioned about their areas of expertise,
consequently it can be assumed that these statements are well founded.
6.4.2
Questionnaire
55 construction professionals from different backgrounds respond to the questionnaire

that was carried out for the purpose of this dissertation. It could be assumed that this
number is large enough to obtain representative results. However, as it was mentioned
earlier, many respondents are younger than 25. The analysis of the results showed that
young professionals know more about BIM than older professionals. Consequently, the
results are biased, but it can still be concluded that representative results would most
likely have shown a lower knowledge about BIM.
6.5
Contribution to existing knowledge
This dissertation adds new elements to the existing knowledge. No research paper about
BIM in France was found in the literature by the author. The state of BIM in France was
evaluated in terms of BIM practices and professionals knowledge, through a
questionnaire and five interviews. The impacts of pre-BIM and dead models on Project
Management were analysed, whereas papers in the literature deal with the highest level
of BIM.
Dissertation
65
Conclusions and Recommendation
The purpose of this chapter is to state the main conclusions of this dissertation.
Recommendations for further works are also given.
7.1
Conclusions
This report identified the state of BIM in France and analysed its impacts on Project
Management in the French construction industry.
BIM did not reach its final form in France.

-
BIM is only used as a tool to carry out specific tasks.
BIM is not used as a collaboration tool.
BIM is not used with a life-cycle approach.
In France, the main barriers of BIM are the followings:

-
The construction professionals lack of knowledge about BIM,
The lack of National standards,
The lack of contractual terms about BIM,
The lack of interoperability between BIM software packages.
In France, 27% of construction professionals have never heard of BIM.
The actual impacts of BIM on Project Management in the French construction

industry are the followings:
-
Communication with Clients is improved because of 3D visualisation.
Schedules are carried out faster and more accurately because of the
compilation of information in a single model.
Automatic quantity take-offs allow cost estimates to be carried out faster and
more accurately.
Controlling the quality of design is facilitated by clash detection tools and

3D visualisation.
Risks that are associated with constructability issues and design

inconsistencies are mitigated.
Dissertation
66
The additional potential impacts of life-cycle management and collaboration

associated with the highest level of BIM are the followings:
-
Project participants are appointed early to contribute to decisions during the

design phase.
Project phases overlaps, which reduces the total duration of the project.
Communication between all stakeholders is improved.
Documents are updated automatically when a modification is made by any

project participant.
The final BIM model can be used by the Client during the utilisation and
maintenance phases.
7.2
Recommendations for further works
The questionnaire that was carried out for the purpose of this dissertation, only roughly
evaluates the French construction professionals knowledge about BIM. This work
could be completed by comparing the knowledge of Architects, Contractors, and
Clients, in order to establish a strategy to inform professionals about BIM.
The important role of Clients in the expansion of BIM in France was identified in this
dissertation. The impacts of BIM during the utilisation and maintenance phases and the
Clients perceptions of BIM could be analysed in a further work.
The scope of this dissertation was limited to main Project Management activities;
detailed analyses of particular Project Management issues, such as Value Engineering
and Waste Management, could be carried out to complete this work.
Dissertation
67
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APPENDICES
Dissertation
73
Appendix A: Questionnaire
Lastname(
!Firstname(
!Age(
!Job(title(
!Company(
!University(background(
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!! !!
!
!
!
!
!
!
!
!
!! !!
!
!
!!! !
!! !
!! !
!
! !
!
!
!
!
!
! !
!!! !
!
!!! !
!
!!! !
!
!!! !
!
!!! !
!
!!! !!!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!Have(you(ever(heard(of(BIM?(
! !
!
!
I!you!answer!'No',!go!on!directly!to!the!validation!of!the!questionnaire!
!
Yes!
!
No!
!
If('yes',(from(where(?(
!Collegue(s)!
!
Company!training!
!Studies!
!
Press!
!
A!project!
!
Other:!
!
! !
What(BIM(software(packages(do(you(know?(
!None!
!
Tekla!
!Revit!
!
AECOsim!
!
Other:!
!(
(
(
(
Dissertation
!!! !
!
!!! !
!
!!! !
!
!!! !
!
!!! !!!
! !
!
!
!
!
!
!
!
!
!
!
!
!
74
Have(you(ever(used(BIM(software?(
!Yes!
!!! !
!
!
No!
!!! !
!
!
! !
!If(yes,(for(what(purposes?( ! !
!
Visualisation!
!
Creation!
!Data!searching!
!
Other:!
!!! !
!
!!! !
!
!!! !
!
!!! !!!
!Do(you(know(what(I.F.C(is?( ! !
!
Yes:!
!
No!
Dissertation
!!! !
!
!!! !
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
75
Appendix B: Levels Of Development

Table B.1: Level of Development (The American Institute of Architect, 2008)
Dissertation
76
Table C.1: Capability Maturity Matrix (NIBS, 2007)
Appendix C: Capability Maturity Model
Dissertation
77
Appendix D: Maturity Index
Dissertation
Figure D.1: Maturity Index (BIM Industry Working Group, 2011)
78
Job Title
79
No
No
No
Do you
know
what
IFC is?
Have you
ever used
a BIM
software
product?
N/A
If yes, for
what
purposes?
What BIM
software do
you know?
No
If yes,
from
where?
Revit
Table E.1: Results of the questionnaire
University Backgroung
Have
you
ever
heard
of
BIM?
Studies
Yes
Yes
No
N/A
Visualisation
and
Modelling
Engineering school
(specialised in
Construction)
None
Yes
Bouygues
rnovation
prive
Company
Appendix E: Table of results of the questionnaire
Age
23
N/A
Tekla
No
Project Manager
(on site)
Assistant Project
Manager (on
site)
BE38
Eiffage
Construction
23
Structural
Engineer
Studies
23
Yes
No
Tekla, Revit
Visualisation
Studies
Yes
Yes
TEKNICAD
Master's degree in Civil

Engineering
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Methods
Engineer
Yes
23
Revit
N/A
Studies
Architect
Yes
24
Yes
No
Revit
Visualisation
and
Modelling
Visualisation
and
Modelling
Studies
GTM
batiment
Yes
Project Manager
(on site)
School of Architecture
Engineering school
(specialised in
Construction)
24
Dissertation
25
24
22
23
23
35
25
23
23
Manager of real- Bouygues

estate programs Immobilier
Civil Engineer
Civil Engineer
Civil Engineer
Civil Engineer
Project Manager
(on site)
Site Manager
Project Manager
(on site)
Consultant
Project
Coordinator
(off-site)
Greenaffair
N/A
N/A
N/A
GTM
France Bit
N/A
DTZ
Lafarge
24
Dissertation
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Studies
Studies
N/A
Press
Studies
Studies
Studies
Studies
Studies
Studies
Revit
Revit
None
Revit
Tekla, Revit
Tekla, Revit,
Microstation
Tekla
Tekla, Revit
None
Tekla
Yes
Yes
No
No
No
Yes
No
Yes
No
Yes
Visualisation
N/A
Visualisation
and
Modelling
N/A
N/A
Visualisation
and
Modelling
N/A
Visualisation
and
Modelling
N/A
Visualisation
No
No
No
Yes
No
No
No
No
No
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
No
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Engineering
Engineering
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
80
30
31
44
Project Manager
(on site)
Project Manager
(on site)
Project Manager
(on site)
Project Manager
(on site)
Engineer
Eiffage
Construction
Lon Grosse
BLB
Construction
Eiffage
Construction
Eiffage
Construction
N/A
26
Project Manager
(on site)
Eiffage
Construction
Eiffage
Construction
26
26
31
28
31
Project Manager
(on site)
Project Manager
(on site)
Spie
Eiffage
Construction
Project Manager
(on site)
Project
Coordinator
(off-site)
25
Dissertation
No
No
Yes
No
Yes
Yes
No
Yes
Colleagues None
N/A
N/A
Company
training
Company'
s internal
newsletter
N/A
Press
Used on a
project
None
None
None
None
None
Colleagues None
N/A
None
None
Tekla, Revit,
Bentley,
ARCHICAD
No
No
No
No
Yes
No
No
No
No
No
N/A
N/A
N/A
N/A
Visualisation
Gros-uvre
N/A
N/A
N/A
N/A
N/A
No
No
No
No
No
No
No
No
No
Yes
Engineering school
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Master's degree in
Construction Economics
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
Yes
Engineering school
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
81
Yes
Colleagues None
Studies
Revit
No
Yes
No
Yes
N/A
N/A
Visualisation
N/A
Visualisation
and
Modelling
No
No
No
No
No
No
82
Yes
Studies
None
No
N/A
Revit
Yes
N/A
None
No
No
SINTEO
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
No
Studies
None
N/A
Engineer in
sustainable
buildings
Yes
N/A
No
26
GFC
construction
Dumont
architectes
No
None
N/A
N/A
Studies
Methods
Engineer
N/A
Yes
25
24
24
20
21
No
N/A
20
N/A
No
N/A
Revit
Project Manager
(on site)
Architect
(intern)
Architect
(intern)
Architect
(intern)
Architect
(intern)
Architect
(intern)
Yes
21
Yes
Yes
N/A
HND
No
BE38
Tekla
Design Drafter
Yes
Studies
Used on a
project
30
HND
Yes
BE38
Visualisation,
Modelling
and Data
Searching
Design Drafter
Yes
22
Yes
No
HND
N/A
BE38
No
Design Drafter
Tekla,
Bentley,
Studies
Strucad
Tekla,
Colleagues Strucad
36
Dissertation
N/A
Engineering school
(specialised in
Construction)
Yes
Studies
Tekla, Revit
Tekla, Revit,
AllPlan,
ArchiCAD
Yes
Yes
Visualisation
and
Modelling
Visualisation
and
Modelling
Yes
Yes
83
Surveyor
Studies
23
Yes
Yes
Engineering school
(specialised in
Construction)
N/A
No
N/A
Tekla, Revit,
digital project No
N/A
No
Calculation
Engineer
Studies
No
Visualisation
and
Modelling
No
25
Yes
Tekla, Revit
Yes
N/A
No
N/A
Studies
Tekla, Revit,
Ansys/LSdyn
a
No
Visualisation
No
Surveyor
Yes
Studies
Revit
Yes
N/A
Yes
23
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
Studies
Archicad
No
N/A
CEI
Yes
Studies
None
No
Civil Engineer
Yes
N/A
Tekla, Revit
23
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
No
Studies
EDF
Engineering
Yes
Civil Engineer
Manager of realestate programs N/A
Architect
(intern)
N/A
Civil Engineer
BOAS
Manager of real- Bouygues
estate programs Immobilier
24
23
22
29
23
Dissertation
25
43
30
46
25
36
Civil Engineer
Civil Engineer
Secretary
Director
Civil Engineer
architecte
ingnieur
Surveyor
BOAS
BOAS
BOAS
BOAS
BOAS
N/A
Colas
27
N/A
CSC
22
Project Manager
(on site)
Engineer in
information
system
24
Dissertation
HND
Engineering school
(specialised in
Construction)
Engineering
HND
HND
Engineering
Engineering school
(specialised in
Construction)
Engineering school
(specialised in
Construction)
Yes
No
No
No
No
No
Yes
No
Studies
Studies
N/A
N/A
N/A
N/A
N/A
Company
training
N/A
Tekla
Tekla, Revit
None
None
None
None
None
Tekla, Revit,
allplan
Mensura
Yes
Yes
No
No
No
No
No
Yes
Yes
Visualisation
Visualisation
N/A
N/A
N/A
N/A
N/A
Visualisation
and
Modelling
Visualisation
No
No
No
No
No
No
No
Yes
No
Yes
84
Appendix F: Introduction of Interviewees

Franois Amara
Mr Amara is Architect and BIM manager. He is the President of the association BIM
France that aims to encourage the use of BIM in France.
Philippe Levrot
Mr Levrot is the technical director of Eiffage Construction Rhne. He implemented
BIM in his company more than a year ago, and used it on a dozen projects.
Simon Moreau
Mr Moreau is BIM manager for a company that is specialised in data synthesis. He has
a very significant technical knowledge about BIM.
Adeline Gesnot
Ms Gesnot is responsible for implementing BIM in the Methods department of
Bouygues Habitat Social IDF.
Temesgen Adnew
Mr Adnew is BIM implementer for Vinci. He works directly on-site to use and develop
the BIM model of his project.
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Appendix G: Interview of Franois Amara

1 Distinction between BIM and pre-BIM
BIM France identified the key elements to distinguish a pre-BIM model from a real
BIM model. The definition of a real BIM model, accepted by most specialists but
apparently not understood by every construction professional, involves several
participants and several phases (e.g. design phase and execution phase). If these
conditions are not met, the model is a pre-BIM model. BIM is aimed at being used until
the maintenance and utilisation phases, or even the deconstruction phase. If a model is
created and used only during the design phase and is not updated according to the
modifications that will be made afterwards, this model will eventually be different from
the real building. Consequently, this model is not a BIM model (i.e. a virtual model of
the real building), it is only a dead model that cannot be used during the maintenance
and utilisation phases.
2 BIM Levels
There are three levels of BIM. Each level involves different missions and software.
Level 1: Modeling
Each member of the design team (Architect, MEP Engineers, Structual Engineers etc.)
creates a model using BIM software, such as Revit, AECOSim etc.
Level 2: Navigation
The different models are compiled to create the BIM model that will be used for several
analyses, such as clash-detection, using for example Navisworks or Navigator.
Level 3: Collaboration
This level refers to a real collaboration between the project stakeholders, involving
verifications and approvals. Buzzsaw and Projectwise can be used for this level.
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3 The three BIM implementation scenarios

There are three different kinds of BIM implementation scenarios, depending on who
takes the initiative to implement BIM on a project.
The ideal scenario is when the client wants to use a BIM model and appoints a Project
Manager who will be responsible for the entire project, from design to delivery.
Another scenario is when the Contractor decides to use a BIM model, even though the
Architect works with 2D drawings. In that case, the model is called a synthesis model. It
is used to carry out the data synthesis. The Contractor will create a BIM model on the
basis of the 2D drawings made by the design team. Consequently, the Contractor can
decide to sell this BIM model to the Client so that it could be used during the utilisation
and maintenance phases. Most of the time, the Contractor uses the BIM-model only to
synthesise the data and does not sell it to the Client.
The last scenario is when the Architect decides to implement BIM on the project. This
leads to different options.
The first option is what happens on the Fondation Louis Vuitton. The
Architect, Gehry, works with Studios, an American agency based in Paris and
specialised in BIM. Studios works in collaboration with the Contractor, Vinci, who subcontracted the implementation of a synthesis model. There will be, therefore, two
different models: the synthesis model that will represent the building, as it will be built,
and the architectural model of Studios.
The second option is what happens on the future Paris Courthouse. The BIM
Manager belongs to the Contractor, Bouygues Construction IDF, whereas the BIM
implementers belong to the design team.
The third option is when the Architect decides to implement BIM on the project,
even though the Client did not express any need for a BIM model. According to BIM
France, this is the most common scenario in France. This is typically the scenario that
leads to dead models, which are used only by the Architect to visualise the project,
and sometimes to carry out a first cost-estimate and thermal simulations. However, on a
big project, the Architect can try to convince the other participants to use BIM as well.
If they accept, a special chapter about BIM can be added in the design contract and the
model will be a real BIM model. For now, this scenario is very unusual in France. Even
famous design agency, leaders in BIM technologies, does not succeed in implementing
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real BIM on their projects. For example, DGLA, one of the most advanced agencies in
BIM technologies, never succeeded in working with real BIM on a project.
4 Interoperability
4.1 The three operability levels
There are three operability levels:
-
Compatibility: A is compatible with B; C is compatible with D. This level

refers to the different software from the same software publisher (ex: Revit
MEP is compatible with Revit Architecture; AECOsim Energy simulator is
compatible with AECOsim Building Designer)
De-facto standard: A, B, and C are compatible with D. This level refers to

the scenario when a specific software product is used by most project
participants, the others must therefore work with the same format.
Interoperability: A, B, C and D are all compatible through an open

standard. This level is not currently reached in BIM.
4.2 IFC
IFC is not harmful when a file is imported from a different software product,
considering that it is almost the only way to convert the information. In addition, IFC is
relatively effective for visualising purposes.
However, IFC conversions cause 15-20% of random data loss and double the data size.
This is unacceptable for the client and it causes liability issues. Indeed, if a file is
converted into IFC, the author of the original file cannot guarantee the converted file.
The main point is the difference between exchanges and deliverables. Exchanges refer
to the regular exchanges between designers, whereas deliverables refer to the final
exchanges with the Client. There is absolutely no project in the world where exchanges
were to be in IFC contractually. The last New York Guidelines, published in July 2012
is IFC-free. American companies do not want to use IFC.
Nevertheless, working with a single software publisher and delivering a final BIM
model to the client in IFC - what is called Native + IFC - is a good practice, as well as
Native + COBie. IFC is useful, but professionals must accept that exchanges between
designers cannot be in IFC. In order to ensure operability between designers, a de-facto
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standard must be established on every project. This means to impose the software
publisher that is used by most project participants.
5 BIM in France
5.1 Construction Projects
The McGraw Hill Construction report is very marketing oriented. They worked with the
CNOA (Conseil National de lOrdre des Architectes) for a survey in 2010. According to
this survey, France is the leader in BIM in Europe. That is absolutely not true as there
are only 7 projects where real BIM is implemented in France. The distinction must be
made between 3D software such as 3Ds or Rhino, and BIM.
5.2 Contracts
There is a significant lack of knowledge in terms of contract clauses related with BIM
and pre-BIM models. We do not know what to do in order to contractually protect the
project participants. In 2013, one of the central issues is to develop a list of contract
clauses related with BIM. To do this, definitions are essential.
5.3 Standards
As BIM managers, we use product codes, but we do not have a system of classes as
opposed to the United Kingdom. BIM France is currently working on a proposal of a
products classification for the AFNOR. To carry out this classification, language is a
crucial issue.
In France, there are standards similar to the LODs for phase-by-phase renderings, but
nothing exists specifically for BIM. Level of details is a pending question in France, but
in Anglo-Saxons countries as well. It is very difficult to precisely define levels of
details in BIM because it must eventually depend on the project. We must have
guidelines but levels of details must be defined according to the project.
5.4 Driving Forces
Benjamin Gaudin: Do you think that the shift to the thermal regulation 2012 (RT2012)
will encourage the use of BIM?
Franois Amara: RT2012 can be easily complied with using dead models or preBIM models. But indeed, globally the shift to the RT2012 will have a positive impact
on the use of BIM.
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The main point is that the real BIM market is just being created in France.
6 BIM and Project Management
There are two kinds of Project Management: traditional Project Management and BIMassisted Project Management.
6.1 Automatic Quantity Take-Offs and Clash Detection
A lot of construction professionals carry out automatic quantity take-offs. The impact of
BIM on Project Management is the primary interest for Contractors. That is the reason
why they start using pre-BIM models and possibly BIM models afterwards. Clash
detection is also frequently used by Contractors.
6.2 Time and Cost Management
4D models work very well. 5D models are sometimes produced directly by the
Architect. BIM will completely change the configuration of Architects agencies. In
France, there are many small agencies. A lot of them will disappear while the big
agencies will hire energy and thermal experts and economists to integrate all the
necessary knowledge within the Architect agency. The main idea is to develop bigger
entities to integrate Architects and Engineers. In that case, BIM managers could belong
to the Architect agency instead of the Contractor, the Consultant agency or the Project
Management company.
6.3 Quality Management
Benjamin Gaudin: Do we use BIM on some projects to manage the project quality?
(For example with laser-scanning techniques).
Franois Amara: Reverse engineering can be used on-site with laser-scanning
techniques to check the erection of structural elements for example. We can also use it
to ensure the correct location of steel reinforcement elements.
6.4 Risk Management
Benjamin Gaudin: What are the risks that are caused by the use of BIM?
Franois Amara: There are three major issues.
The first issue is the interoperability. If there is no de-facto standard, there is no
continuity of the model.
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The second issue is due to the lack of contractual knowledge about BIM, which is
basically a problem of definitions of terms: What are the roles of each stakeholder?
What is a BIM Manager? What is a BIM Implementer? We need to define the terms, the
functions, the deliverables, the exchanges etc. To address that problem, an appropriate
agreement must be written and signed by the Architect as well as by the Contractor.
The third central issue is that people tend to forget the final user of a BIM model,
namely the Client. BIM models are to be used by the Client during the maintenance and
utilisation phases. The model will obviously be modified by the different project
participants; but at the end of the project, it must be usable by the Client. If this
objective is not met, the final model does not represent the building that was erected.
7 BIM and Collaboration
BIM Managers roles are beyond the organisation he belongs to. In order to favour an
equitable balance of power between the project participants, it is possible that the BIM
Manager belongs to the Client. However, a competent BIM Manager can belong to the
Architect agency and still comply with his/her roles, such as his/her duty to provide
guidance to the other participants etc.
Usually, there is a de-facto grouping. The Architect, even though there is not a clear
agreement about BIM, will produce a model. For now, the only specific agreement I
know was signed for the future Paris Courthouse; there are few pages about a pre-BIM
model, which define the deliverables, the exchanges etc. In most projects, this is very
unclear. For example, in the Parisian Philharmonic of Jean Nouvel, there is a real split
between the project participants. The Architect, Jean Nouvel, uses Rhino, while
Bouygues uses Revit. This is a real mess but it is a typical scenario.
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Appendix H: Interview of Philippe Levrot

1 BIM in France
1.1 The current situation
It is currently the very beginning of the implementation of BIM in standard buildings. I
think that the French construction industry is a late adopter of this technology,
compared with other countries.
In theory, the BIM model should be created by the Architect and sent to the other
project participants. This is not the case yet. The current strategy of Eiffage
Construction is to develop BIM for our own interest, as a Contractor. We want to
improve the use of BIM by involving our direct partners, such as Engineering
consultancies, site teams and our method department.
1.2 The obstacles
The construction sector invests a little compared to other industries. It will be difficult
to develop BIM quickly.
People are attached to traditional techniques. In addition, it requires a significant
investment in terms of software, trainings, and IT materials. Considering that the
construction sector is currently undergoing a crisis, companies tend to reduce their
investments.
Another obstacle is that Architects, Contractors and Clients consider only their own
interests. For example, Architects might not find any advantage in working with BIM.
In my view, the Client is the project participant that has the most benefits in using BIM
on a project, considering that BIM will strongly reduce its cost, if it is appropriately
implemented. In order to expand the use of BIM in France, Clients must be convinced.
On big public projects or PPP projects it seems that Clients are beginning to implement
BIM.
One of our obstacles, as a Contractor, is that our direct partners, such as the technical
specialists, do not work in BIM. Consequently, if we want to add the information of
technical lots into the model, it would require to create it from their 2D drawings, but it
is usually too late to do this, as when we receive their drawings it is almost time to build
what they represent. In addition, it would require very specific object definitions.
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In the construction industry, there are still many small companies that do not have
sufficient resources to invest in new concepts and technologies, as opposed to big
companies like Eiffage, Bouygues and Vinci. This is why we try, at Eiffage, to take the
advantage of that situation.
1.3 BIM Future
BIM is clearly going to be widely implemented. It will become a standard requirement
on most projects. But it will take quite a long time for BIM to be totally adopted.
BIM can be compared with digital drawings. The digital drawing technology appeared
in 1980 and really expanded in 1995; nowadays, all drawings are digital-based, but it
took more than fifteen years.
Considering that every project is unique, a model can be amortised on only one project.
However, if everyone uses BIM on a project, cost would clearly be reduced. Lots of
money is spent to correct mistakes and defects. Consequently, avoiding mistakes and
low-quality works with BIM would generate huge savings.
In order to expand the use of BIM, all types of construction professionals must be
involved, and Architects in particular, given that they are appointed at the beginning of
the projects. In addition, Architects usually create 3D models, thus, it should not be
difficult for them to adopt BIM technologies.
2 The Use of BIM
At Eiffage, BIM models contain only the concrete structure for the own interest of the
company. The strategy is to make the model profitable before trying to develop it. We
noticed that BIM models offer benefits for us, as a Contractor. The objective is to draw
all the information from the BIM model in terms of methods, execution plans, and
communication.
2.1 Automatic Quantity Take-Offs
It does not take more time to create a BIM model than to calculate traditionally the
quantity take-offs. Therefore, at the end of the modelling process, quantity take-offs are
automatically calculated and the model is created.
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2.2 Avoiding Multiple Interpretations of Information

In the current situation, the Architect produces his drawings, the structural engineering
consultants interprets the data to produce a new set of drawings and the contractor
produces a third set of drawings. Up to six sets of drawings can be produced on a
project. This is a non-sense in terms of cost. In addition, it means that drawings are
interpreted several times. These problems can be addressed by using a BIM model.
With a BIM model, no interpretation is required, which means that a lot of time is
saved. When a piece of information is needed, it is not necessary to open several
drawings to understand what the Architect wanted to represent, the BIM model contains
all the information.
2.3 Anticipating
The objective of BIM is to produce a complete virtual model of the building before the
execution phase. Design inconsistencies and anomalies can be therefore detected early.
This allows us to anticipate.
When the BIM modeller produces the model, he detects design inconsistencies; we
solve them, alone when it is possible, or in collaboration with the Architect. Another
option is to list all these inconsistencies and to send them to the Architect so that he can
correct them. Consequently, many mistakes and difficulties that would have appeared
during the execution phase are avoided.
2.4 Data Syntheses
BIM is also used to carry out data synthesis. In complex projects, such as hospitals,
where there are many fluid networks, a lot of time is spent in synthesis meetings in
order to identify how things can be built. But even when data syntheses are carried out,
problems still occur. These problems can cause stops of building site, corrections and
defects. If a real BIM model that contains all the information of the building is created,
a lot of time and money can be saved.
2.5 Communication
In substance, BIM is a communication and exchange tool. In theory, if a modification is
made, all stakeholders are informed instantaneously, but it is not the case in France yet.
As a Contractor, we usually include our BIM model in the technical file during the
bidding phase. It shows the Client that we fully understood the project and it allows us
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to detect inconsistencies directly during the bidding phase, which can lead the Client to
choose us.
A BIM model is a perfect tool to communicate with Clients. It reassures them by
showing that we understood their requirements and specifications.
Furthermore, BIM models allow each project participant to know precisely what he has
to do, which saves a lot of time.
2.6 Thermal analyses
Benjamin Gaudin: Do you think that the switch to the RT 2012 will encourage BIM
adoption, given that thermal engineers will need to create a model anyway?
Philippe Levrot: In theory, yes I think so. When the model is produced, it is very
simple for thermal engineers to carry out the thermal analyses. A model is to contain all
the information needed by the thermal Engineers: the structure, the volumes, the
orientation etc. Thermal Analysis is typically a sector that can be completely simplified
by the use of BIM. Even though RT2012 can be respected without using a BIM model,
it tends to force thermal engineers to find optimal solutions. Currently, thermal
engineers overestimate their needs to be sure to respect thermal regulations; but by
using BIM, they would be able to run accurate simulations that will allow them to find
optimal solutions. In this field, BIM will be quickly adopted.
2.7 Scheduling
Benjamin: Do you use BIM to carry out schedules?
Philippe: We do not use BIM to carry out schedules yet, but it is one of our objectives.
For now, BIM software products do not make it easy to produce schedules; it is possible
but very time-consuming. Consequently, if the schedule needs to be modified, once
again we lose a lot of time, so it is not worth it yet.
However, in our department, the same person produces schedules and BIM models.
Creating the model and the visualisation it offers help him a lot to carry out the
schedule. When he creates the model, he already thinks of how it will be built, and he
detects all the potential difficulties. Schedules are produced much faster and more
accurately because of the model.
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3 The outlook for development of BIM at Eiffage

The development strategy of BIM at Eiffage is to use the Group sinergies, notably with
Eiffage Immobilier, to oblige the Architect to produce a BIM model.
We are currently trying to collaborate with an Engineering consultancy we are used to
work with, to establish protocols that would allow us to send them the model we created
so they do not have to re-enter the project data. This would save them time and
therefore reduce their price. To do this, a common graphic charter must be established.
A significant advantage of this practice is that modifications can be shared
instantaneously and building documents can be automatically updated.
Another challenge is to convince Architects to work with BIM. In Lyon, Atelier Roche
sur Lyon - an Architect Agency we are used to work with - seems interested to adopt
BIM. Others usually produce 3D models with Sketchup, but these models cannot be
used by other project participants.
The main advantage of Eiffage is that we are both a real estate developer and a
contractor. The strategy is to take the advantage of BIM within the company first, and
then develop collaboration with others through BIM.
In order to improve our BIM practices, we want to include one work package at a time.
Until now, only structural elements are included in the model, we are then going to add
the partition walls etc.
4 Human resources
The use of BIM will eventually modify certain jobs. For example, if the building is
completely virtually built before the execution phase, we can think, in the best-case
scenario, that data synthesis will become useless, because this would have been done
during the modelling phase. However, this is still a utopia. This is interesting to make a
comparison with the naval sector where BIM is well advanced. Although complete BIM
models are produced in that sector, mistakes are still made. Controlling procedures will
always be necessary.
Nevertheless, some jobs will change because of BIM. For example, traditional quantity
surveyors will eventually disappear.
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5 Return On Investment
Within the company, most people are convinced by the advantages of using BIM. Site
teams ask for BIM models. The method department uses it for operating modes and
construction methods. Site managers can easily visualise what has to be built without
having to interpret drawings. The Return On Investment is clearly positive; BIM models
are tools that allow us to improve our productivity.
6 Risks
In terms of risk, even though we do not follow specific risk management frameworks,
risks related to design inconsistencies are eliminated using BIM models. It also helps us
to evaluate and chose technical options, which reduces the risk of wrong technical
choices. In addition, risks of wrong interpretation are eliminated.
Appendix I: Interview of Simon Moreau

1 Presentation
BIM Manager at Oger International during 18 months, I then worked in a start-up called
Decode BIM and I am currently BIM Manager at Ingerop. I mainly carry out data
syntheses using BIM models.
I have essentially a technical expertise: I am coding and developing for some software.
However, I have a real interest in BIM concepts as I advise my superiors with my
technical expertise.
2 Scope Management
To my mind, communication with the Client is one of the most concrete and effective
impact of BIM for now. In France, it works vey well. For example, at the beginning of a
project, when we meet other participants who may not have had time to study the
drawings, we use the model so that everyone can easily and rapidly understand how the
building is designed. Sometimes, sub-contractors start to think about the operating
procedures. I think it is the most powerful effect of BIM and the main driving force to
adopt BIM.
3 Cost Management
I know several companies that use BIM models for cost-estimating purposes. A team of
modellers produces very quickly a model; after one or two weeks, they have a BIM
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model that is used to carry out all the quantity take-offs and to understand how the
building is designed. Usually, the model is only used for Cost-Estimating the project, in
order to ensure a valid bid; the model itself is not sent to other project participants.
Since modellers are used to produce BIM models very quickly, they can estimate the
cost of a project quicker and more accurately than average. Traditional cost estimating
techniques, namely non-automatic quantity take-offs, are very error-prone. Using BIM
models does not enable to entirely eliminate these mistakes, but it is clearly more
accurate and it helps to understand what must be done and how it can be done.
I carried out a similar mission myself. A Contractor hired me to produce rapidly a BIM
model, after he won the bid, in order to understand what had to be done. The project
was complex and the 3D visualisation helped to understand what tasks had to be
considered and how they could be carried out.
However, BIM-aided Cost-estimating is quite recent in France, even more than in
England. Consequently, things are still unclear and people do small experiments
individually.
4 Time Management
In my view, producing schedules linked with the components of the model is not really
useful. The concept seems interesting but, in reality, it is not really beneficial for the
project. First, it is complex and time-consuming. The model can help to understand how
the building is designed, in order to traditionally produce a schedule. However, linking
the schedule with the model components takes a lot of time and is not useful.
Nevertheless, 4D can be very effective and useful for small and complex parts of the
project. That was done for example on the Louis Vuitton Foundation.
In addition, with a marketing point of view, it can be interesting to produce a rough
sequence of the project for the client.
5 Human Resource Management
The term BIM Manager is unclear. It can refer to several jobs. The BIM Manager of an
organisation is responsible for defining the general guidelines in terms of BIM. Usually,
there is another BIM Manager for each project. In big projects, there can be several
BIM Managers in direct interaction with the model. They will manage exchanges,
exports, define classes etc. Finally, another kind of BIM Manager will manage
collaboration between the project participants and carry out the data syntheses.
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Fewer drafters are needed to develop a BIM model than to carry out 2D drawings. It is
really faster to add information to a BIM-model than to 2D drawings. For example, to
draw a wall in Autocad, drafters must draw two lines whereas only one line must be
drawn in Revit. In addition, less experience in the construction sector is needed to
produce a 3D model, because we more easily understand what we draw. However, it
requires being comfortable with Information Technologies.
6 Data Synthesis with BIM
I am currently carrying out data syntheses using BIM models. In order to make clear to
all the project participants how the building is designed, we only work in 3D; it is a lot
clearer. The model can be used to present our work and to refer to a common database
that everyone understands.
Constructability issues appear immediately on the model. For example, a loading space
is required to set a wire path; it is very difficult to see on 2D drawings if there is a
sufficient loading space whereas it appears immediately on a BIM model. 3D
Visualisation is even more valuable for people who do not have a long experience in the
building sector.
To carry out data syntheses, in some cases, we produce a BIM model from a 2D
drawing set. The model is produced only for syntheses purposes; it is not sent to the
Client. With Revit, we guarantee that the data synthesis we produced works. The
complex part is to create the BIM model, not to check that everything works.
7 Analyses
Even when the project must comply with the Thermal Regulation 2012 (RT2012), it
seems that most thermal engineers carry out their calculations without using BIM
software. I have never seen a thermal or acoustic analysis directly on a BIM model.
These analyses require 3D models that are usually remodelled by the engineers. A BIM
model is generally too detailed and too complex to be used to carry out a thermal
analysis.
8 Collaboration
I have never heard of a project where everybody was working with BIM. Even on the
Louis Vuitton Foundation project or the Parisian Philharmonic some project participants
work with 2D drawings.
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Collaboration through BIM can happen within a company. In addition, collaboration is

encouraged by the improved visualisation of the project, which enables people to detect
potential problems easily.
It should be noticed that it was already possible to collaborate by using Autocad, but the
emergence of BIM models tend to encourage people to change their ways of working,
since they make a significant effort to adopt BIM. The shift between BIM and digitalbased drawings will have a bigger impact in terms of working methods than the shift
between digital-based and paper-based drawings. The gap between BIM software and
Autocad is that BIM software are really oriented to force people to work correctly; but
fundamentally, it was possible to work in the same way, in 2D, with Autocad.
The main issue with de-facto standards is that one software publisher is usually not able
to do everything right. For example, Autodesk is a very good software publisher for
Architectural and MEP purposes, whereas Tekla is the best software product for metal
framework.
9 BIM future
9.1 Obstacles
For now, BIM is mainly used off-site, even in big projects. The main obstacle for the
adoption of BIM in France is the construction professionals lack of computer skills.
Most construction professionals who work on-site use computers only for very basic
tasks. BIM models require a powerful computer and expansive software. The difference
between BIM and 2D drawings can be compared with the difference between an Excel
file and a notebook.
9.2 Project types
With Revit and most BIM software, it is much faster to produce a BIM model than to
produce a 2D drawing set. It is a bit faster to draw on Revit than on Autocad, but in the
same time, with Revit, information is added to the database. In other words, for the
same quantity of information, it is much faster to produce a BIM model. This is
particularly true for simple and repetitive projects.
For complicated projects, however, it can be faster to draw in 2D. For example, it is
quite complex and time-consuming to draw a sloping wall with Revit. This is why, in
my view, the use of BIM is even more effective for simple and repetitive buildings. For
instance, the BIM model of a 5-storey building can be produced in a week, including
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ducts. Therefore, after a week, all the quantity take-offs can be generated. I think that a
significant part of the job of a site manager can be automated by using a BIM model. In
a complex project, the benefits of the model are not so obvious apart from the
visualisation, but we could simply use a basic 3D model without parameters.
9.3 Government initiatives
For quite a long time, Clients ask for Autocad files, formatted in a very precise way.
These files are then integrated to a database to be used during the utilisation and the
maintenance phases. This is very similar to COBie. All the notions of Collaboration and
data exchanges are not more present with COBie than with these Autocad files.
Therefore, I do not think that COBie will have a huge impact on the way the English
construction industry works.
The real driving force of BIM is that drawing a building becomes obvious and we do
not waste time to interpret drawing sets. These benefits are so significant that it should
be enough to make everyone adopt BIM.
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Appendix J: Interview of Adeline Gesnot

1 Presentation
I work as a Methods Engineer at Bouygues Habitat Social IDF. One of my missions is
to develop BIM in the Methods and Cost-estimating departments. The development of
BIM was launched more globally in the whole company, Bouygues Construction. In
2011, it has been decided to work with Revit.
More precisely, my mission is to develop data-rich objects with Revit that are to be used
by the Methods department. In addition, I must define appropriate modelling and
operating procedures for the Methods and Cost-estimating departments. One of the
main issues is to find ways for the Methods department to use the model created by the
Cost-estimating department.
2 Starting Position
At the beginning of my mission, many 2D-CAD objects were used by the Methods
departments, whereas no 3D data-rich objects were created. The Cost-estimating
departments, however, was already using BIM-models to generate automatic quantity
take-offs. Previously, they sub-contracted quantity take-offs to carry out the costestimates.
3 Cost-Estimating with BIM models
Cost-estimating with BIM models works very well. From the quantity take-offs
generated by Revit and via an Excel file, cost is estimated automatically. The time
saved is really significant. The Cost-estimating department will definitely keep this
working method and will not sub-contract quantity take-offs anymore.
For now, the cost-estimates are carried out only after the company won the bid, because
the model is produced after the bidding phase. The Cost-estimating department
produces its own models. Even if a model was already created by the Architect, the
cost-estimating department must redraw it with their own software product and with
their own components.
4 Utilisation of BIM models in the Methods Department
The main objective of the Methods department is to automate a number of tasks with
BIM models, such as drawing formwork joint layouts, producing provision of materials
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schedules, defining security perimeters etc. In order to automate these tasks,

Application Programming Interfaces (API) are being developed by the department.
In this context, I create data-rich objects for the Methods department. I develop models
of materials such as shoring towers and cranes. This work is to draw 3D objects and to
assign useful parameters to them. This allows us to generate tables that indicate, phase
by phase, what materials must be ordered or reused. It helps therefore to produce order
books.
Time simulations with BIM models are used on a few projects, but it is not a usual
practice yet.
Our departments do not produce schedules directly from BIM models yet; this process
is still to be improved and established.
5 Collaboration between departments
Considering that the Cost-Estimating department produces a BIM model right after
winning the bid, one of the main objectives of the Methods Department is to be able to
use this model for their own purposes. However, this model was created by and for the
Cost-Estimating department. Consequently, many data are useless for the Methods
department, such as partition walls, and many others must be added or modified. For
example, a slab can be seen as a single object by the Cost-Estimating department,
whereas the Methods department must divide it into several pieces, depending on the
size of the formwork material. For these reasons, it is very difficult to use directly the
model created by the Cost-Estimating department. We often wonder if it would not be
faster to redraw entirely the model instead of modifying the original one.
6 Collaboration between stakeholders
For now, Bouygues Habitat Social IDF uses BIM models internally only and we can
notice that it is already difficult to collaborate within the organisation.
The second step would be to collaborate with other project participants like Architects.
On Design and Build projects, it is much easier, as the Contractor design the project in
collaboration with the Architect. In a particular Design and Build project, the CostEstimating department worked with the Architect to prepare bidding documents using a
BIM model. Cost was estimated using the model and the model was modified step-bystep in order to reduce the cost down to the Client budget. However, this kind of
collaboration is very unusual, and happens only in Design and Build projects.
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The main issue is that each project participant produces his own BIM model, depending
on his needs, without thinking about the other stakeholders. It is very complex and we
are still far from a real collaboration that can be brought by BIM.
7 Augmented Reality
Bouygues developed a virtual reality software product, called RAMBI. This product
displays the BIM model on an Ipad when the device recognises the ground plan of the
building.
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Appendix K: Interview of Temesgen Adnew

1 Presentation
I have been working for 6 months on the Campus New site, in Vlizy, near Paris. The
project is an office building, carried out by the Contractor Petit, a subsidiary of Vinci
Construction France. It is one of the first projects built by Petit where a BIM model is
used. I am an employee of Petit, but the whole BIM model is subcontracted to a SME
called Synthtique XD. On this project, I am the only employee of Petit who works on
the BIM model, in collaboration with the Synthtique XD team.
2 Creation Process of the Model
Our work is basically to create a model that contains all the data that were sent to us.
The initial BIM model was created from the contract file after that Petit won the bid.
Our model contains the architectural, structural and MEP data. These data are sent to us
through 2D drawings. From these drawings, we complete and update the BIM model.
We use the Revit software suite that contains: Revit Architecture, Revit Structure and
Revit MEP.
3 Utilisation of the Model On-Site
On this project, the BIM model is mainly used for data synthesis, quantity take-offs,
progress measurement and visualisation.
3.1 Data Synthesis
One of our teams that carry out data syntheses works in 2D and calls on us for specific
and complex areas of the project. The model is a valuable aid to carry out data synthesis
by allowing us to very rapidly produce cross-sections at every zone of the project. It is
much faster than drawing them in 2D. For example, in a particular corridor, lots of ducts
were disposed in a complex way; consequently, the team responsible for data-syntheses
asked us to produce a cross-section of this corridor at several places, directly from the
BIM model. That improved a lot the visualisation of the components. In addition, we
carried out a clash-detection analysis that allowed us to correct constructability issues.
Moreover, one of the challenges with MEP 2D drawings is that it is very common to
make mistakes without noticing them, notably when changes occur. For example,
changing an altimetry on a 2D drawing is done only by changing a number on the
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drawing; it is therefore very difficult to notice all the changes that will be generated by
the first one. In 3D, changes can be noticed immediately.
3.2 Quantity take-offs
We use the BIM model to generate automatic quantity take-offs. However, the quantity
take-offs we are asked to do are generally not the same that are generated by the
software. For example, Revit calculate the visible surface area of the partition walls,
excluding the openings, but we have been asked to include the surface area of doors in
the quantity take-offs of the partition wall. Consequently, modifications were required.
However, the quantity take-offs that are generated with Revit are still more accurate and
less error-prone given that we detect inconsistencies immediately on the model and that
calculations are done automatically.
3.3 Progress Measurement
The BIM Model is used to measure progress of structural work. Every month, we
identify on-site what components have been casted, and enter the information into the
model. The casted elements are then displayed in a different colour on the model. This
allows us to calculate automatically the quantity of steel and concrete used. These
quantities are useful to manage the budget.
3.4 Visualisation
We produced for the Client a video that shows a character exploring the construction
site during different phases. This makes possible to understand how the building is
designed and to clearly visualise the project.
During meetings, 3D visualisation is really beneficial to understand things. With 2D
drawings, it is extremely difficult to understand and visualise things, especially for
someone who does not have a long experience in the construction sector.
Before building the prototypes, the Client and the Architect wanted to check the choice
of materials. On paper it is very hard to imagine how it will look like; consequently, we
created a very accurate model and a detailed rendering of an entire room with different
materials. This allowed the Client and the Architect to make their final choices.
In addition, we created a model of the whole site with laser-scanning technologies. 3D
is very useful to represent varying floor levels and potential related issues.
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4 Potential Impacts of BIM Models On-Site

On this project, the BIM model is used as an aid to represent in 3D what was already
drawn in 2D. There is therefore some kind of rework as it would be possible to draw
directly in 3D. This becomes a real problem when changes occur. For instance, I was
working on ducts during a month when I have been informed that the MEP Engineers
modified all the ducts. Consequently, my whole work, which was already a kind of
rework, had to be done again. This is the reason why we work on priority on areas that
are being considered or where the risk of clashes is high.
In addition, the complete data synthesis could be carried out using only the BIM Model
instead of working in 2D. However, some project participants tend to refuse innovation
to keep traditional practices because of their lack of knowledge about BIM. On this
project, we possess an accurate BIM model, with an untapped potential. Most
construction professionals perceive BIM models as a little gimmick. On this project, I
think that we start with 2D drawings, create a BIM model, and go back to 2D drawings
without using the whole potential of the BIM model. This is due to the way the project
participants are working.
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Benjamin Gaudin These BIM 1311

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School of Civil Engineering

Impacts of Building Information

School of Civil Engineering

School of Civil Engineering

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Gain an overall understanding of BIM,

Identify the impacts of BIM on Project Management activities, as described

Identify the state of BIM in France,

Evaluate the French construction professionals knowledge about BIM,

Identify the actual impacts of BIM on Project Management activities in the

The Methodology chapter: is a description of the research methodology.

The Literature review chapter: is a global survey of the relevant literature.

The Questionnaire chapter: is an analysis of the results of the questionnaire.

The Interviews chapter: is a summary of the interviews.

The Discussion chapter: is a comparison of the previous results with the

The Conclusions and Recommendations chapter: is a summary of the

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Identify the impacts of BIM on Project

professionals knowledge about BIM

Figure 1: Methodology Flowchart

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Problems to obtain books

Start early to identify the

Lack of recent references

Use on-line databases

Difficulties to find people Start

People do not accept to Ask for interviews early

add controversial issues before

anything to the literature the interviews.

Not enough responses

questionnaire so that people

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Aim and objectives

The French literature

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The aim of this questionnaire is to evaluate the French construction professionals

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2.5.3.1 Short Questionnaire

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2.5.3.4 Response Rate

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Aim and Objectives

Finding people to interview

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Figure 2: Planned Schedule

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Figure 3: Actual Schedule

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3.1.1.1 BIM as a technology

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Figure 4: Comparison between 2D CAD, 3D CAD, and Object-based parametric

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Figure 5: Lifecycle of a construction project (Guo and others, 2010)

Figure 6: BIM model as a shared platform (Baoping and others, 2010)

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