International standardization lies at the heart of the principles of the Global BIM Network. It provides common definitions and principles while also allowing local context to be applied through national annexes and local guidance documents.  

The Network recognises the value that digitalisation, currently BIM aligned with international standards, brings to the construction sector and the delivery of the world’s infrastructure.  

Sharing best working practice and using common definitions accelerates BIM transformation and fosters trade, with international standards underpinning and enabling this to take place.  

A key example is the ISO 19650 series of standards. Developed and published by the International Organization for Standardization (ISO), the series focuses on the collaborative process integral to the entire life cycle of constructed assets. It is a key set of global standards for implementing BIM. 

A large and growing group of countries are adopting international standardization, providing testament to the wide applicability of such standards. Recent analysis by the Network shows at least 44 countries have already adopted ISO 19650 while others are in the process of evaluating and adopting it.  

Regional standards organization, the European Committee for Standardization (CEN) have ratified ISO 19650, requiring member countries to adopt its approach. CEN Technical Committee 442 supports the creation and management of BIM related standards.  

ISO Technical Committee 59, Sub-Committee 13 manages the ISO 19650 series of standards. It focuses on international standardization of information through the whole life cycle of buildings and infrastructure across the built environment. 

In adopting ISO 19650, a country can bring about international alignment, improved collaboration, risk reduction, and enhanced competitiveness in the construction industry. Together with public programmes, this contributes to more successful and sustainable infrastructure development. 

The Global BIM Network’s digital knowledge base, the Information Collection, provides numerous resources on ISO 19650 standards. The Collection includes articles on the national standards bodies which have adopted these ISO standards. 

Discover more about how countries are implementing ISO 19650 standards.  

The Global BIM Network is calling for more resources for its growing digital knowledge base, the Information Collection. The Collection already contains over 500 resources from over 60 countries. It includes articles, guidance and policy documents to facilitate the strategic introduction of BIM.  

Recent analysis of the many resources available on the Information Collection highlights the common outputs from BIM change programmes. It details the information available by transformational state and region, and provides insight into the number and type of resources available.  

Transformational states  

Almost half of the Collection’s current resources relate to the developing state, followed by documents relating to mobilising. The Network is keen to build up its resources focusing on the three other states: justifying, implementing and scaling.

For the justifying state, the Network is seeking more resources on public leadership, capability and capacity building. Documents such as external or peer landscape review, formal approval to commence or continue, and policy / public commitment will help complement existing materials. While for the scaling state, the Network is looking for more resources on incentives and enforcements, capacity building solutions, Communities of Practice, case studies and lessons learned, progress and benefits realisation reporting, and detailed guidance for specific contexts, sectors, or projects to help scale wider adoption and drive continuous improvement. 

Regions 

A regional breakdown shows that the highest number of current resources are from Europe and Latin America. The Network is calling for more documents relating to Africa and North America. 

Types 

When broken down by type, guidance documents are by far the largest group of resources, followed by standards, and templates or tools. The Network is encouraging organizations that develop resources such as Responsibility Matrices, as part of collaborative frameworks, and learning frameworks or pilot projects focused on building capability and capacity, to share such materials on the website. 

The Information Collection can be used in conjunction with the Network’s newly released Public Sector Construction Digital Transformation Playbook. Both the Playbook and the Information Collection are free online resources.  

Let the Global BIM Network know of any additional resources for the Information Collection. The Network is especially keen to add more content on the justifying, implementing and scaling states, and to receive more resources relating to programmes in Africa and North America. 

In Spanish below

BIM activity in the Latin American region continues to grow at pace. This is reflected in the rapidly increasing number of resources in the Global BIM Network’s Information Collection. The digital knowledge base now contains more than 90 resources for the region, spanning 11 countries. Artefacts now represent knowledge from Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Guatemala, Mexico, Panama, Peru and Uruguay.    

This is a marked increase since early 2022 when a focus on Latin America showed 31 artefacts from seven countries. 

New resources in the past two years include information from Guatemala, Mexico, Panama and Uruguay.   

To aid accessibility for stakeholders in the Latin American region, the Network has translated into Spanish content from both the Information Collection and its Public Sector Construction Digital Transformation Playbook. Released earlier this year, the Playbook exists to complement and add context to the Information Collection and provides direct links to related content in the Collection. 

Recent developments in the region are evident in resources from the BIM Network of Latin American Governments, and in multilateral publications and country updates. 

Recently added resources from the BIM Network of Latin American Governments include its December 2023: BIM Strategies of the BIM Network of Latin American Governments member countries. This document compiles the experience of promoting BIM, and the design and implementation of national plans, related to the methodology by the member countries of the BIM Network of Latin American Governments.  

The Collection now contains the August 2023: Prioritisation Guide for BIM-related ISO Standards. The network also plans to review BIM in public tenders and BIM teaching in universities in the region this year. 

Multilateral publications available through the Information Collection now include a CAF Development Bank Overview of BIM advancement in Latin America and the Caribbean. This includes a diagnosis of the progress of BIM implementation at the national level in different countries in those regions.  

There is also a CAF Development Bank of Latin America and the Caribbean Basic BIM Guide for Public Officials. 

Country updates include a Peru 2023 update to the National BIM Guide and a Colombia: CAF Case Study: Application of the BIM methodology in the Aeropuerto del Cafe project. 

The Global BIM Network’s Information Collection enables individuals and organizations to gain a better view of BIM processes and practices around the world. Among other parameters, filters enable searches by region and country. More Latin American resources will be published in upcoming months. 

Contact the Global BIM Network to add your resources to this growing knowledge base. 

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Nuestra Colección de Información: Avances recientes en la región Latinoamericana

La actividad de BIM en la región Latinoamericana sigue creciendo a buen ritmo. Esto se refleja en el rápido aumento del número de recursos en la Colección de Información de la Red BIM Global. La base de conocimiento digital contiene ahora más de 90 recursos para la región, abarcando 11 países. Los artículos representan ahora el conocimiento de Argentina, Bolivia, Brasil, Chile, Colombia, Costa Rica, Guatemala, México, Panamá, Perú y Uruguay.  

Esta cifra supone un notable aumento desde principios de 2022, cuando la atención se centró en América Latina, con 31 artículos procedentes de siete países.

Los nuevos recursos de los dos últimos años incluyen información de Guatemala, México, Panamá y Uruguay. 

Para facilitar el acceso a las partes interesadas de la región de América Latina, la Red ha traducido al español el contenido de la Colección de Información y su Playbook de Transformación Digital para el Sector Público de la Construcción. Publicado a principios de este año, el Playbook se creó para complementar y añadir contexto a la Colección de Información y proporciona enlaces directos a contenidos relacionados en la Colección.

La evolución reciente de la región se refleja en los recursos de la Red BIM de Gobiernos Latinoamericanos, así como en las publicaciones multilaterales y las actualizaciones por países.

Los recursos recientemente agregados de la Red BIM de Gobiernos Latinoamericanos incluyen sus Estrategias BIM de los países miembros de la Red BIM de Gobiernos Latinoamericanos, de diciembre de 2023. Este documento recopila la experiencia de promoción de BIM, y el diseño e implementación de planes nacionales, relacionados con la metodología por parte de los países miembros de la Red BIM de Gobiernos Latinoamericanos.

La Colección contiene ahora la Guía de priorización de estándares ISO relacionados con BIM, de agosto de 2023. La red también tiene previsto revisar este año el BIM en las licitaciones públicas y la enseñanza de BIM en las universidades de la región.

Las publicaciones multilaterales disponibles a través de la Colección de Información incluyen ahora un Panorama general del avance de BIM en América Latina y el Caribe del Banco de Desarrollo de América Latina y el Caribe (CAF). Esto incluye un diagnóstico del progreso de la implementación de BIM a nivel nacional en diferentes países de esas regiones.

También existe una Guía básica BIM para funcionarios públicos del Banco de Desarrollo de América Latina y el Caribe (CAF).

Las actualizaciones por países incluyen a una actualización de Perú del 2023de la Guía Nacional BIM y una de Colombia: Estudio de caso: Aplicación de la Metodología BIM en el Proyecto Aeropuerto del Café, de la CAF.

La Colección de Información de la Red BIM Global permite a individuos y organizaciones obtener una mejor visión de los procesos y prácticas de BIM en todo el mundo. Entre otros parámetros, los filtros permiten realizar búsquedas por región y país. En los próximos meses se publicarán más recursos sobre América Latina.

Póngase en contacto con la Red BIM Global para añadir sus recursos a esta cada vez más amplia base de conocimientos.

The Global BIM Network has significantly expanded its online resources on BIM processes and practices in Europe. A recent review shows the Network’s Information Collection now contains more than 250 European artefacts, sharing knowledge from 35 countries in the region. Together they represent around half of all the resources in the Collection. This is a marked increase since a February 2022 summary of European resources recorded 89 artefacts spanning 15 countries. 

The Information Collection is the Network’s fully searchable digital knowledge base. It is a rich source of shared information and inspiration for stakeholders engaged at all levels in the global built environment.  

Recent developments from the EU BIM Task Group which brings together public sector efforts into a common and aligned European approach include a series of workshops on Open BIM, Common Data Environments (CDE) and practical organisational implementation strategy.

Similarly, the Collection provides access to regional BIM standardization activities through a link to the European Committee for Standardization (CEN) Technical Committee 442. This details work completed and published to date and the current workplan for upcoming developments. 

At the country level, recent developments include: 

• Approval by Spain’s Council of Ministers for PlanBIM for implementing building information modelling in public procurement. This enables the gradual introduction of mandatory BIM requirements from 2024. 

• In Italy, an updated Public Contracts code (Legislative Decree no. 36) is introducing new clauses for digital information management.  

• Hungary has published a Draft Public Construction Investment Law including BIM requirements. 

• In Ireland, the Build Digital Project has been launched in support of Project Ireland 2040. The Build Digital Project aims to transform the Irish construction and built environment sectors. 

• Bulgaria’s National Strategy for Digital Transformation of the Construction Sector 2030 highlights the need for a green, digital and sustainable construction ecosystem.  

The Global BIM Network’s Information Collection enables individuals and organizations to gain a better view of BIM processes and practices around the world. Among other parameters, filters enable searches by region and country. More European resources will be published in coming months.  

Contact the Global BIM Network to add your resources to this growing knowledge base. 

This is the final in a series of articles on the five states of digital transformation. 

Scaling can be one of the longest and most complex states in the digital transformation journey. Its purpose is to grow gradual maturity across the entire industry and communicate the change required in an easy-to-understand way to support adoption. 

Once scaling has achieved its initial goals, it can follow a process of continuous improvement, potentially leading to future programmes, cycling back through the justifying, mobilising, developing and implementing states. 

These messages, and more, are outlined in the Global BIM Network’s recently-released Public Sector Construction Digital Transformation Playbook which provides tailored links to the Network’s digital knowledge base, the Information Collection. 

Scaling spans national, organizational and project levels, necessitating adaptability to diverse contexts. Unique challenges arise, including the need for scalable capacity building and communication for thousands of stakeholders. Policymaker leadership is essential, with incentives and regulations to support adoption. Peer groups and communities emerge to support stakeholders, ensuring the change becomes business as usual, driving maturity and unlocking value. 

Key challenges for personas 

During scaling, three user types, or personas, play important roles. 

Policy / strategy personas continue to provide leadership and direction, albeit at a much-reduced capacity. They ensure the overarching strategy for the digital transformation stays aligned with government objectives. They may introduce regulatory measures to drive wider adoption and scale up again to look at new initiatives as the programme focuses on continuous improvement. 

Transformation programme personas support capacity building. This includes developing scalable training resources to accommodate the growing number of stakeholders. Communication is crucial. These personas also track progress, gather case studies, and adapt solutions for different sectors and contexts. They play a central role in supporting communities of practice. 

Procurer / owner / operator personas continue to provide feedback and fine-tune the transformation’s outputs. They engage in capacity building and implementation, ensuring their teams are prepared for the new way of working. They also adapt and align their practices with emerging industry standards. As the transformation becomes business as usual, they take on a larger role in supporting industry-led change.  

Seven considerations 

The following considerations are addressed in the scaling state: 

• Broad, scalable communications and change management; 

• Application of all transformation states for each implementing sector / organization / programme; 

• Adapting the solution for varying sectors and conditions; 

• Enablement of industry, academia and communities of practice to support capacity building; 

• Implications beyond BIM (problems and opportunities); 

• Transitioning away from legacy methods; and 

• Increasing maturity of digital requirements and solutions. 

Typical outputs 

In the scaling state, typical outputs are: 

• Incentives and enforcement (carrot and stick) 

• Capacity building solutions 

• Communities of practice 

• Case studies and lessons learned 

• Progress and benefits realisation reporting 

• Detailed guidance for specific contexts 

Read the Public Sector Construction Digital Transformation Playbook 

Send us your feedback on the Playbook  

Read the other articles in this series on the states of digital transformation: justifying, mobilising, developing, implementing. 

This is the fourth in a series of articles on the five states of digital transformation. 

What are the key considerations when implementing a digital transformation programme? Firstly, it’s important to understand that implementing is just one of a series of five states outlined in the Global BIM Network’s new Public Sector Construction Digital Transformation Playbook. This online publication explains how the states of justifying, mobilising, developing, implementing and scaling together build successful transformation programmes.  

The implementing phase is vital as it signals the shift from planning and setup to practical application in a digital transformation programme. It tests the collaborative framework and guidance already developed and begins building capacity within project teams and the wider industry.  

It also introduces many new stakeholders and requires effective change management and communication. Successful implementation showcases quick wins, builds confidence and promotes best practice across projects. It allows for real-world feedback to further refine the framework if needed and serves as a critical bridge between theory and practice, setting the stage for subsequent scaling.   

Key challenges for personas 

Three user types, or personas, play different roles in the implementing state. 

The policy / strategy persona is typically less involved and will focus on oversight and governance. They might be involved in reporting back on early successes and achievements against the programme’s vision. They guide the programme through the practical implementation phase, providing public leadership. 

The transformation programme persona steps up to become the driving force at this time. They are responsible for overseeing the practical rollout of the digital transformation programme. This includes selecting suitable pilot projects, building capacity within project teams, and refining the collaborative framework based on practical experiences.  

The procurer / owner / operator persona is essential in the implementation phase as they are the ones who will benefit from and deliver the outputs of the transformation. They start to engage more widely in the programme, testing and implementing the changes on the pilot projects. They provide valuable feedback to the transformation programme team, which informs future decisions and helps in the development of practical project-specific guidance. 

Six considerations 

The following key considerations may be addressed in the implementing state: 

• Targeted change management; 
• Revisit relevant principles of justifying, mobilising and developing for specific organizations / projects; 
• Test an implementation model which can be refined for scaling; 
• Alignment of public sector, industry and academia; 
• Implementation strategy and planning; and 
• Defining criteria and selecting pilot organizations and projects. 

Typical outputs 

The Playbook links to real-world examples of typical outputs in the implementing state. These, and many more, are contained in the Network’s digital knowledge base, the Information Collection.  

• Pilot organizations / projects lists and case studies 

• Tools and templates, and sector / organization / project specific guidance   

• Capacity building 

• Defined roles and responsibilities 

• Case studies and lessons learned 

CALLS TO ACTION 

Read the Public Sector Construction Digital Transformation Playbook 

Send us your feedback on the Playbook  

Look out for the next in our series of articles on the five transformational states 

This is the third in a series of articles on the five states of digital transformation.

“Developing” is one of five important states identified in the Global BIM Network’s newly released Playbook. The Public Sector Construction Digital Transformation Playbook explains how the states of justifying, mobilising, developing, implementing and scaling form the journey of a successful digital transformation programmes.

Developing ensures that the new way of working introduced by the transformation programme is clearly defined and communicated. It involves creating a collaborative framework of standards and guidance which defines the requirements for a standardized approach to digital transformation. Engagement and two-way communication between the programme team, key stakeholders and industry are essential. This helps ensure the framework incorporates existing best practice, international standards and new digitally enabled processes.

Key challenges for personas

The Playbook outlines the role of three user types, or personas, in the developing state.

The policy / strategy persona usually provides leadership and governance. This might include providing the authority to convene appropriate stakeholders to support the development of the collaborative framework and call for the action of enabling organizations, such as national standards bodies. This persona might also be responsible for implementing policy, legislative and regulatory interventions in preparation for the gradual introduction of change through implementing and scaling.

Within developing, the transformation programme persona usually undertakes most of the actions under the leadership and governance of the policy / strategy persona. The elements of the collaborative framework are developed, aligned with defined workstreams and core team roles. This framework provides the requirements and guidance to support the new way of working resulting from the transformation programme. Various stakeholder groups are often involved in developing the framework. This helps capture diverse perspectives and areas of expertise, and builds commitment to the change.

The procurer / owner / operator is mainly concerned with implementing change. They may represent stakeholder groups, receiving communications from the other personas and providing input on the current state, collaborative framework scope and implementation needs. Specific procurers / owners / operators may also be selected as early adopters of the transformation within the implementing state.

Five considerations

The following considerations are addressed in the developing state:

• Understanding the current state;
• Balancing the adoption of existing approaches with local needs;
• Defining an achievable maturity level that increases over time;
• Engaging stakeholders; and
• Conveying a complex solution with simple ideas and messaging.

Typical outputs

In the developing state, typical outputs are:

• A collaborative framework
  • Standards and norms
  • Guidance and templates
  • Legal and contractual deliverables
  • Learning frameworks
• Events and communications

Examples of such outputs and many other resources can be accessed via the Global BIM Network’s online Information Collection.

Read the Public Sector Construction Digital Transformation Playbook

Send us your feedback on the Playbook

Look out for the next in our series of articles on the five transformational states.

This is the second in a series of articles on the five states of digital transformation.

When it comes to mobilising a digital transformation programme, what are the key challenges for each type of user? What are the core considerations and expected outputs? The Global BIM Network has recently launched the Public Sector Construction Digital Transformation Playbook in which these, and many other, questions are answered. The Playbook details how programmes transition through the states of justifying, mobilising , developing, implementing and scaling to successfully achieve their outcomes.

Mobilising builds on earlier actions taken when justifying a transformation programme. In the mobilising state, large and diverse groups of stakeholders must enact a series of complex actions. For many national public sector-led programmes this may extend over 5 to 10 years.

Technical challenges such as decisions around data formats and classification, software systems and interoperability are also addressed. The success of the programme will depend upon strong and clear public sector leadership and change management. This often requires engagement, encouragement, inclusion and influence to build agreement on the programme’s scope, activities, deliverables and outcomes, and the role of each stakeholder group.

Key challenges for personas

The Playbook outlines the role of policy makers, transformation team members, and owners / procurers / operators in each state of a successful transformation journey. In the mobilising state, these three user types, or personas, fulfil the following roles.  

The policy / strategy persona usually initiates and owns the overall programme. Often the sponsor or lead, they specify outcomes, confirm resources, identify constraints and appoint people to initial transformation programme roles. They may also be responsible for implementing policy, legislative and regulatory interventions.

The transformation programme persona implements most of the actions in the mobilising state. Typically, initial transformation programme roles are appointed. Some of these individuals may have been involved already in supporting information gathering and justifying the programme.

The procurer / owner / operator is mainly concerned with implementing change. They are likely to be engaged as a representative of stakeholder groups, receiving communications from the other personas, and giving input on the schedule, gradual implementation and prioritisation of actions.

Five considerations

In the mobilising state, the following considerations are addressed:

• Building the core transformation team;
• Clearly defining and organising the work;
• Establishing appropriate management and governance;
• Identifying and engaging with stakeholders; and
• Commencing external communications.

Typical outputs

Many countries, states and organizations share their work through the Global BIM Network’s online Information Collection. This includes summaries and links to many examples of the outputs from mobilising. Five typical outputs are:

• Transformation strategy
• Roadmap
• Detailed workplan & schedule
  Programme website
• Strategic lever
  
  

Read the Public Sector Construction Digital Transformation Playbook

Send us your feedback on the Playbook

Look out for the next in our series of articles on the five transformational states

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This is the first in a series of articles on the five states of digital transformation.

The newly launched Public Sector Construction Digital Transformation Playbook details five important states in a digital transformation journey. Published by the Global BIM Network, the Playbook explains how programmes transition through the states of justifying, mobilising , developing, implementing and scaling to successfully achieve their outcomes.

Richard Lane is the Network’s Knowledge & Capacity Building Lead. He says that while it is helpful to learn about the five states in this order, programmes do not always follow a linear sequence. “The states describe a set of circumstances rather than a timeline.”

Justifying is when desired changes are identified, and stakeholder support is gained. It builds the case for change, aligns the objectives of the programme with wider priorities and enables the programme to proceed. It is typically the first part of a transformation journey, although it may overlap with mobilising a programme. Similarly, it may be necessary to revisit the justifying state at several points throughout a programme.

This article looks at the key challenges each of three user types, or personas, may face in the justifying state. It also outlines five key considerations and three typical outputs.

Key challenges for personas

The Playbook can help multiple personas, whether they are a policy maker, part of a transformation team, or an owner, procurer or operator.

A policy or strategy persona usually drives the justifying state, providing initial instruction and leadership, and publishing the outputs. They might also identify and recruit a leader of the transformation team to transition into the mobilising state. If justifying is being revisited during the life of the programme, a policy maker may request the revisit and assess the case for continued investment.

Usually, the transformation programme persona would not be formed at the early stages of justifying. However, they would be a lot more active if justifying is being revisited as part of an in-progress transformation programme.

A procurer, owner or operator might influence the policy / strategy persona to initiate a transformation programme. They could also represent the needs of the ‘problem owner’ and / or provide information on the current state to establish baseline measures and identify priority challenges and opportunities.

Five considerations

In the justifying state, the following considerations are addressed:

• Establishing a collective understanding of what BIM is and why it is of value;
• Understanding the challenges and opportunities;
• Defining the strategic principles for the programme;
• Securing the authority and resources to commence or continue a programme; and
• Establishing and maintaining leadership.

Typical outputs

The Playbook links to real world examples from across the globe which can be downloaded from the Network’s digital knowledge base, the Information Collection. Three typical outputs in the justifying state are:

• External / peer landscape reviews
• Formal approval to commence or continue
• Policy / public commitment
  

Read the Public Sector Construction Digital Transformation Playbook

Send us your feedback on the Playbook

Look out for the next in our series of articles on the five transformational states

Imagine a policy maker who attends a conference and hears about BIM for the first time. They turn to the Global BIM Network’s website and find a wealth of information. So, where do they start?

The Network’s newly launched Public Sector Construction Digital Transformation Playbook provides a gateway to all the information relevant to each set of circumstances.

The Playbook helps each person identify the state of progress of the digital transformation project or programme that they’re involved in and their role based on the three personas profiles.

Users can then access directly practical examples in the Network’s Information Collection that relate to their work and even create their own bespoke version of the Playbook for future reference via the free MyPlaybook function.

It all starts with reading through the introductory overviews in the Playbook and understanding which more detailed sections resonate.

The Playbook organises digital transformation into five states. These help to pinpoint what to focus on at each stage. The five states are:

•            Justifying the change and gaining stakeholder support;

•            Mobilising the transformation programme to accelerate change;

•            Developing the legal, commercial and technical framework;

•            Implementing the change in practice onto projects; and

•            Scaling the change and communicating progress.

The Playbook also identifies three groups of stakeholders, or personas, with their own needs, motivations and challenges in digital construction implementation. These personas are:

• Policy and strategy;
• Transformation programme; and
• Owner/procurer/operator.

As a policy and strategy persona, the policy maker may, for example, be involved in the justifying stage of a transformation journey. This may involve raising awareness of the need for change and its benefits, influencing stakeholders to achieve buy-in, and building a coalition to support the change. Stakeholders build a business case to understand programme costs, anticipated returns on investment, resource requirements and the removal of programme obstacles.

The policy maker can click directly from the Playbook to all resources in the Information Collection related to justifying. They can then use the filters to fine-tune their search, identifying ideas of what to do next and practical examples of what other countries have done in similar circumstances.

The policy maker now has the knowledge, ideas and inspiration, based on experience from around the globe, to start building the justification for their own transformation program.

Read the Public Sector Construction Digital Transformation Playbook

Watch a video providing instructions on navigating the Playbook and using the MyPlaybook function is provided in the ‘Using the Playbook’ section.

Register for MyPlaybook

Send us your feedback on the Playbook

Submit a resource to be added to the Information Collection

Look out for our upcoming series of articles on each of the five transformational states 

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