MT - Using BIM as a PM Tool: 4.2 Findings from the Case Studies

It is important to highlight here that the approach taken to quantify the number of projects in which a KPI had positive effects was conservative in nature. In some case study projects, a KPI was mentioned once in a positive manner and once in a negative manner. In that case, that project was not counted as one where that KPI had positive effects (or negative) regardless of which effect (the positive or the negative) was more relevant. This can be easily understood with an example. On the CMG Medical Office Building, described by Khanzode et al. (2008) the Coordination KPI was counted once as positive for the “improved workflow due to the use of 3D/4D models” and once as negative for the uncertainty of “How should the coordination process be structured and managed?”. Although it seems from these two quotes that the positive effects of using BIM in terms of coordination were more important than the challenges created, the project was not counted as one were coordination had positive effects. The same criteria were applied for all projects and KPI to create table 4.2, and are the basis for the following description of each KPI.

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