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The Implementation of BIM within the Public Procurement: a Model-Based Approach for the Construction Industry

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Building Information Modelling (BIM) was studied within the public construction procurement scenario, analysing the current situation and further development possibilities, especially how to adopt model checking in tendering. Results can help both public clients and bidders to find out new strategies to improve efficiency. In the future the BIM-based approach needs to be integrated in e-procurement process to fully take advantage of its potentialities.
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... In the 1970s, Finland introduced a new approach to digitizing construction [23] , and in 2001 started pilot projects [24] . In 2007, BIM became mandated in construction projects [24] . ...
... In the 1970s, Finland introduced a new approach to digitizing construction [23] , and in 2001 started pilot projects [24] . In 2007, BIM became mandated in construction projects [24] . The 5-pillar Finish BIM implementation roadmap relies on five pillars approved in 2014 [25] , which resulted in 99% of BIM adoption in 2016 [26] . ...
... In 2016, the Ministry of Land, Infrastructure, and Transport (MOLIT) published the Korea BIM implementation roadmap. Since 2016, BIM has been mandated in all public and construction projects valued at more than 50 million US Dollars required by the Public Procurement Service [24] . ...
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High expectations from employers and complex communication between stakeholders in the construction industry, resulted in fundamental changes during the design and construction process. Excellence in communication and coordination is required between stakeholders and automated interdisciplinary change management to meet needs and expectations in the construction industry. Building Information Modeling (BIM) offers numerous benefits, including reducing construction time, cost, and risk while improving project quality, communication, and coordination. However, there are still significant barriers to BIM implementation. Since Iran is in the early stages of BIM implementation, a roadmap for adopting BIM in Iran's construction industry is designed for the first time to exploit BIM benefits in this paper. Face-to-face interviews were conducted with professionals to structure the roadmap. In addition, online interviews were carried out with 16 experts. Furthermore, a Delphi-based approach was employed to reach consensus. The roadmap consists of six main pillars with 53 activities designed to create a matured BIM plan based on local culture and needs. And the roadmap begins with assigning a strong leadership to lead the process. The industry is expected to be motivated to adopt BIM as it learns the benefits associated with BIM. Then, it continues with developing related best practices, rules and regulations. In the third stage, the roadmap encourages the industry to provide the required education and training. In the next pillar, the roadmap follows the establishment and development by defining a contractual platform. In the fifth pillar, the quality of BIM and its results will be measured and compared with expectations and pre-defined goals. Eventually, the government will provide a continuous BIM implementation. Journal of Building Design and Environment The study is expected to facilitate BIM implementation in the Iran construction industry which will improve the quality of Project Management Body of Knowledge (PMBOK) practices. It will help to culminate tangible and intangible project deliverable by reducing time, cost, risks and improving overall quality. Therefore, all stakeholders satisfy the final outcome beside resolving conflicts and interferences.
... BIM Enabling Collaborative Features on PA and IPD. (Bolpagni, 2013) Whilst these aforementioned procurement methods lend themselves to BIM incorporation because of their collaborative nature, the Early BIM partnering method, is specifically tailored to utilize BIM on public projects (Figure 2).  based on a 'multi-party' contract between the players involved in a project  parties assume joint responsibility for the design  construction to be implemented through a 'joint organisation', which incorporates the client  players share both positive and negative risks-observe principles of openness and information accessibility to promote collaboration and 'no fault, no blame culture  different parties consider other's views and cooperate more efficiently Project Alliancing (PA)  Integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants through all phases of design, fabrication and construction'  Teams usually include many experts and not only owner, designer and contractor who enter into a single collaborative contract, a multi-party agreement to share risk and potential rewards. ...
... In the UK, level-2 BIM has been made mandatory on all public projects, whereby all parties to the construction can access and make contributions to a single BIM model. Cost Led Procurement, Two -Stage Open Book, and Integrated Project Insurance are the three BIM-based procurement methods developed in the UK (Bolpagni, 2013). Trial projects such as the Cookham wood and the North Prison case studies attest to the cost, time, and collaborative benefits of the two-Stage Open Book procurement method of BIM incorporation in the UK. ...
... Early BIM Partnering,(Bolpagni, 2013). ...
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It has been argued that the construction industry is distinct from other industries and must therefore find solutions that align with its peculiarities. Over the last three decades, several reports, primarily Latham (1994) and Egan (1998) have spotlighted systemic issues underlying the construction industry. The construction industry is highly fragmented evidenced by a high level of subcontracting and a lack of integration within supply chains. Poor information management has also been a common thread on most construction projects. The adversarial culture of project stakeholders and low productivity has been repeatedly discussed in the literature. Particularly, in the 1990's discussions on poor information management, loosely coupled supply chains, and lack of collaboration took center stage. Addressing these issues, given the transformational changes in other industries, has resulted in the drive by the construction industry to proffer alternative methods of procurement and supply chain management centered on Building Information Modelling. This report compares the advantages and disadvantages of the different procurement methods available to construction projects , examines the impact of Building Information Modelling on procurement methods, and also outlines the trends in digitalisation within the built environment and its implications for procurement.
... The construction industry is experiencing ongoing changes with the integration of Building Information Modelling (BIM) to enhance collaboration, reduce errors, and improve project efficiency. However, BIM's potential can only be fully realized through alignment with procurement strategies tailored to the specific requirements of industrial facility construction [1]. This dissertation provides an in-depth examination of the intricate relationship between BIM and procurement processes pertinent to industrial construction projects. ...
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Building Information Modeling (BIM) has revolutionized the construction industry by encouraging communication and improving project performance. The research highlights utilization of BIM in industrial plant fabrics. It investigates procurement issues, challenges, and opportunities for improvement in the areas. Through semi-structured interviews, questionnaires and real time field application of BIM implementation with, the study reveals BIM plays an excellent role when it comes to communication and teamwork as it can give real time data sharing and working. Though these obstacles to BIM adoption, namely, expensive initial costs, organizational resistance, or technical complexity, are still to be solved, the technology has a future in construction. The study indicates that proper BIM introduction in the industrial factory construction includes staged implementation, strong management support, and full-scale training. The project provides recommendations on dealing with cost as well as resistance aspects of technology adoption, underscoring the role of effective communication using personal context. Even though there is a self-limitation in sample size and geographical focus, this research will create a framework for better BIM uptake in the industrial sector. Through this research our observations can be added to the knowledge bodies about the special features of BIM application in industrial facility construction and the road may be open for others who will study applicable fields in industrial construction and long-term impact.
... Recent studies suggest that Building Information Modelling (BIM) can be employed in various tendering processes to enhance the overall procedure [16], [15]. Numerous governments, including the UK [15], the USA [7], and Australia [17], have devised strategies for BIM implementation in building projects. ...
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This research explores the potential benefits and challenges associated with the implementation of Building Information Modelling (BIM), a rapidly evolving global trend, within the construction industry of the Middle East. The study is underpinned by a comprehensive literature review on the global and Middle Eastern usage of BIM. A methodical empirical survey was employed to collect quantitative data, comparing the perspectives of Clients, Contractors, and Consultants. Key impediments to BIM adoption in the Middle East were identified as a scarcity of BIM-skilled subcontractors, the lack of industry standards, substantial initial costs, and organizational structures that do not support BIM. On the other hand, the advantages of BIM include improved construction planning, enhanced project quality, an elevated organizational image, and streamlined communication. The study provides crucial recommendations for local governments, policymakers, construction companies, and stakeholders to encourage comprehensive BIM adoption and its utilization in construction projects, while also discussing the practical implications of the findings.
... However, within the dynamic landscape of BIM implementation, these publications still provide valuable insights for similar research or for the development or revision of strategies. These publications include descriptions of BIM policies discussed in articles [14][15][16][17][18][19], BIM in public procurement [20][21][22][23], BIM standards [14,[24][25][26], measurement of BIM implementation [27,28], and BIM maturity [29]. Liu Z. and others created a scientometric analysis method based on a review of literature in the field of BIM in the AEC industry for the years 2004-2019 [30]. ...
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This study offers a detailed analysis of building information modeling (BIM) policy and implementation across Europe, significantly contributing to the sector’s digital transformation. By collating data from governmental, academic, and industry sources, it identifies key trends and evaluates the effectiveness of BIM policies in advancing technology within construction. A systematic literature review and text mining across major databases revealed an increasing focus on sustainability, particularly “life cycle assessment” and “energy efficiency”, aligning with the Industry 5.0 initiative. The research shows that 35% of European countries have or plan to introduce BIM mandates, highlighting BIM’s crucial role in enhancing construction practices and influencing policy frameworks. Insights from this study are valuable for researchers, practitioners, and policymakers, guiding the adoption and operationalization of BIM and emphasizing the need for thorough market preparation, including funding, training, and standardization. Additionally, the study suggests a correlation between a country’s economic development and its propensity to enforce BIM mandates. Future research could explore regional policy variations and delve into the theoretical aspects of policy adoption and innovation diffusion to further understand BIM uptake dynamics.
... Digitalization has profoundly transformed businesses globally, including construction procurement. The need for a more digitalised approach in construction procurement has been extensively documented [1][2][3]. The advantages of digital transformation for the construction industry, include enhancing operational efficiency and competitiveness, as well as lowering costs. ...
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Digital transformation has the capacity to contribute towards an environmentally aligned procurement in construction project delivery, whereby impact and waste is minimized and resources are optimally utilised. This is against the backdrop that environmental sustainability and digitalization are the two major themes that have gained traction in the discourse advocating for change in construction project procurement. For the built environment, digitalization is now considered a key sustainability enabler. Digitalization has redefined the relationships between construction project teams by creating new norms for workflow and project deliverables. The pace of innovation in digital technology means that project deliverables are changing from just physical products to including digital information as the physical and digital interact. This has evolved supply chains and redefined relationships between professionals, clients, contractors, and end-users. Digital workflows rather than paper-based documentation, are becoming increasingly central to project procurement methods. The widespread deployment of digital information and technology has thus transformed the conventional procurement methods frontier. Although conventional procurement routes still exist, they are now becoming heavily shaped by digital integrative strategies. This study outlines how digital transformation in the procurement of construction projects not only optimizes processes and improves efficiency but also enables lesser environmental impact. The study maps out how the application of digital technologies can enhance the sustainability performance of different aspects of procurement. The study submits that dematerializing information flows is a trajectory necessary for achieving sustainability in construction project procurement. The study thus resonates with calls for a reduction in resource consumption and carbon footprint accounted for by construction projects.
... In most developed countries where BIM methodology has been successfully implemented in the construction industry, BIM guidelines have been issued to define requirements, rules, and regulations (Jo et al., 2018). Additionally, implementing the BIM methodology as a framework for executing public projects brings great benefits by simultaneously adopting a collaborative approach to reduce costs and inefficiency (Bolpagni, 2013). This research aims to identify the most relevant challenges encountered in implementing the ISO 19650:2018 part 1 and 2 guidelines on public health projects and analyze them to propose mitigation actions. ...
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Despite the benefits of BIM, some challenges to implementing it have appeared due to traditional project management, especially in the construction of complex projects. This article presents the challenges to applying ISO 19650:2018 Parts 1 and 2 in public hospital projects in Peru. These challenges were identified through 28 interviews with owners, designers, contractors, suppliers, operators, and final users (doctors and nurses) and complemented by a literature review. The identified challenges were divided into the budget, legal framework, organizational culture, and personnel. The results suggest that the adversities identified in the four groups should be overcome to implement BIM according to the ISO 19650 guidelines. Therefore, recommendations are presented to facilitate the ISO 19650 implementation in public hospital projects.
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Although the design-bid-build (DBB) system has poor stakeholder collaboration due to the separation between architects, engineers, and contractors in its linear process, resulting in longer schedules and cost overruns, DBB remains the most widely used project delivery system due to its benefits, such as higher competition and the owner’s absolute control over the project. Researchers and practitioners expect building information modeling (BIM) implementation to improve stakeholder collaboration due to its potential to bridge the collaboration gap between these stakeholders, ensuring better coordination and motivating cost reduction. However, the fragmented nature of DBB still poses significant challenges to effective stakeholder collaboration, impacting BIM implementation negatively. Therefore, the objective of this study is to identify and rank critical risk factors (CRFs) related to stakeholder collaboration impacting BIM implementation in the context of high-rise residential building projects delivered by DBB. By adopting a Delphi procedure, this study identified such CRFs by triangulating the knowledge from the literature and the experience of an expert panel recruited from the construction industry. Seven CRFs were selected and ranked through three rounds of a Delphi survey. Analysis revealed that the rankings remained unchanged despite the increasing degree of consensus among experts. The highest-ranking negative CRFs were “Inappropriate mindset of BIM collaboration process,” “Awareness of additional roles and responsibilities,” and “Disconnection in the information flow and BIM process.” A matrix of nine recommended solutions that can be applied across different CRFs was collected from the expert panel to improve the productivity of BIM collaboration under DBB. This study provides an in-depth understanding of the CRFs of BIM-based collaboration between stakeholders under a nonintegrated delivery system like DBB. The findings of this study can ensure successful project completion by creating awareness and allowing professionals and researchers to develop practical strategies for delivering BIM-based DBB projects.
Article
Purpose Previous studies have established to a great extent that regulatory frameworks and, in particular, procurement approaches – that are common in a particular context – have a major impact on the success of building information modelling (BIM) implementation in construction projects. Despite the close links between these two concepts, research on the effect of procurement approaches on BIM implementation is scarce. To address this gap, this paper aims to investigate the barriers that affect BIM implementation through the lens of procurement approaches. Design/methodology/approach A mixed-method approach was adopted using a questionnaire survey ( n = 116) and interviews with key stakeholders ( n = 12) in Jordan. The outcomes of the quantitative parts were augmented with findings from interviews. Findings It was revealed that the deployment of unfavourable construction procurement approaches represents a major hurdle towards BIM implementation. Though essential for enhancing BIM implementation, it is revealed that a fundamental change from the common design-bid-build (DBB) to more collaborative procurement approaches remains infeasible in view of the realities that govern the construction industry. Research limitations/implications It was revealed the deployment of unfavourable construction procurement approaches represents a major hurdle towards BIM implementation. Though essential for enhancing BIM implementation, it is revealed that a fundamental change from the common DBB to more collaborative procurement approaches remains infeasible given the realities that govern the construction industry. Originality/value As the first of its kind, a set of recommendations for establishing supportive, workable procurement that does not deviate significantly from common procedures and practices is presented. Rather than advocating a shift to procurement approaches that are aligned with BIM, the findings offer novel insight into the necessity of developing a framework within the boundaries of the current and widely adopted procurement approaches to address the identified construction procurement issues and facilitate BIM implementation.
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Building Information Modelling (BIM) is an integrated system which includes everything related to a construction project and places it in one template. In this study questionnaire survey technique is used to determine what the actual barriers that hamper its implementation in the Libyan construction industry. The research was designed focusing mainly on project parties (Architects, Contractors, Managers, Engineers, Clients, etc.). The barriers to BIM adoption are divided into six categories; personal barriers, BIM process barriers, business barriers, technical barriers, organization barriers, and market barriers. The results were analyzed using Cronbach Coefficient, Relative Importance Index (RII) with mean score and standard deviation, Pearson Correlation and significance test analysis, and Hypotheses testing were used to analyze the data obtained and to identify the most significant barriers. Results of this study showed that the main barriers for implementing BIM are: lack of BIM education (RII=0.853), lack of publicity and awareness (RII=0.840), and lack of understanding of BIM and its benefits (RII=0.835). In terms of categories Personal barriers are considered the most effective hurdles for implementing BIM in the Libyan construction industry (RII=0.797) followed by the market barriers category (RII=0.745) then Organization Barriers (RII=0.693).
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Building designs in the UK are currently checked manually against a frequently changing and increasingly complex set of building regulations. This is a major task for both designers and enforcers, often leading to ambiguity, inconsistency in assessments and delays in the overall construction process. Technical developments in Building Information Modelling (BIM) offer the potential for a new generation of software tools that can automate the checking of compliance with building codes, thus improving the efficiency of building design and procurement. To attain these efficiencies designers must change their working practices and move away from the definition of a building in multiple and disparate documents to a single coherent building model from which the documentation is generated. Theoretically, this building model could contain sufficient information to respond to interrogation at the level of building code compliance, though in practice only a percentage of the required information is normally present. This paper reviews previous research into automated code compliance, identifies the key issues for future development and examines the causes of information paucity for compliance checking in the current generation of BIM tools.
Conference Paper
http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.426.8957
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A Project Delivery System (PDS) refers to the organizational framework of a project that defines the control mechanisms and the relationships between actors and their incentives. It is of major importance to the project owner as it, for instance, contributes to the project's level of efficiency. This publication compares the cost efficiency of Design-Bid-Build (DBB), Construction Management at-fee (CM), Design-Build (DB), Design-Build-Operate (DBO) and Design-Build-Finance-Operate (DBFO) in road management based on an (earlier reported) international data capture focusing on the operational performance of these PDSs. Operational performance refers to the activity-based cost performance of an organization characteristic to a PDS where the timing of the activities is taken into consideration. On these premises a financial analysis that takes into account financing arrangements and corresponding payment systems was made to determine the systems' present costs to a road authority based on relevant market estimates. Moreover, a step towards understanding their overall efficiency was taken by focusing also on differences in speed of delivery which result in expenses or savings to the user community. The financial analysis of the costs to the owner revealed that, apart from the evenly matched DBB and CM, the broader the scope of services supplied by one contract in the case of public-financed systems (DBB, CM, DB and DBO), the more cost efficient the PDS. If the early commissioning advantage is included in the analysis, especially CM, but also DB improves its competitiveness in relation to the other PDSs. The variation in the financial estimates has no influence on the ranking of public-financed PDSs in practice. DBFO's competitive position is not absolutely clear, but it seems to be in the middle category with DB. Consideration of the early commissioning advantage, however, makes CM (that enables fastest commissioning) nearly equal or in some cases even better than DBFO, which, on the other hand, increases its superiority over DBB. It must be remembered though that the scheme is, in general, sensitive to project properties and constraints, and fluctuations in the financial and construction markets. The PDSs of the analysis were applied to a relatively large road project in well-known conditions where all PDSs could be considered be applicable.
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Design-build is a project delivery system where one party, the design-builder, is responsible for both the design and construction of a project under a single agreement. This book sheds light on the design-build practice as applied in building construction in the United States, where the system's popularity has increased dramatically. The report divides into two parts. The first part provides a general introduction of design-build and outlines some of its key characteristics and related practical considerations. It also defines design-build in relation to other project delivery systems. Some comparative studies on project delivery methods are also summarized in order to illuminate the talked up superiority of design-build over the other methods. The second part constitutes the main portion of the book by presenting the various procedures that are part of design-build. It focuses on six different aspects of designbuild: the design-builder selection process, the design practice and related division of labor, proposal evaluation and comparison methods, pricing and incentive systems, organization of the design-build entity, and distinction between the construction of shell and core and interior systems. Thus, the presented issues are mostly related to the interfaces between the owner and the design-builder. Design-build is not, however, just a rigid procedure for carrying a project through which is the key reason for writing this book. There are many alternative operational modes and procedures. Therefore, the book deals with these alternatives by examining designbuild practices from one standpoint at a time. Each previously listed aspect is dealt with by introducing modes that are, at least to some extent, alternatives. Each presentation of an alternative emphasizes its mode, advantages and weaknesses, and applicability. For instance, the design-builder selection process is such a standpoint providing various options for operations. Similarly, design-builder sélection can be based on qualifications or it may follow a two-stage process involving design proposals, etc. The applicability of various procedures, naturally, depends on the complexity, size and scale of the project as well as the objectives, experience and available resources of the owner, etc. These issues are also discussed in connection with each procedure. The same structure has been used for all alternative procedures independent of the aspect in order to maintain the illustrative and comparative format. In addition to alternative procedures proper, around forty thematic boxes have been included in order to inform the reader about some key issues and examples related to the design-build practice in general. These are called "nutshells" and "mini-cases", respectively.
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This report presents the main results of the BIM Safety research project (BIM-based Safety management and Communication System) carried out April 2009 - June 2011. The main objective of the research was to develop procedures and use of BIM technology for safety planning, management, and communications, as part of the 4D-construction planning. Piloting BIM-based procedures in real on-going building projects was the main development method used, meaning hands on trials with the state of the art software, consultations and support by the participating companies, and feedback data collection from case projects. All together seven different field trials were carried out to study the possibilities and development needs of BIM technology from the viewpoint of safety. BIM technologies are moving from the worlds of architecture and engineering to the arenas of construction companies and other players in charge of construction operations. 4D-BIM was recognised as a central technology for construction site safety related planning activities, connecting the safety viewpoint more closely to construction planning, enabling visualization of safety arrangements in construction projects at different moments of time, and providing more illustrative site plans for communication. As a starting point it was considered that BIM technologies could present a new way to solve still existing site safety problems. The experiments have been sources for an improved understanding to apply BIM technologies for the purpose of site safety planning and management. The BIM-based site layout plan itself, or as bases for crane reach/collapse analysis, proved to be a versatile and useful visualization source, and is constituting one clear use case of building information modelling in the construction industry. BIM-based falling prevention planning, various 4D visualizations including temporary site equipment and arrangements, as well as visualizations concerning demolition work are in their early stages. However, these seems to have potential to become novel and good visual support for planning, discussing, managing and communicating safety related issues at building site. Additionally, there are existing and arising new technologies that can be used together with BIM-based 3D or 4D material to promote safety, such as information display screens and virtual reality rooms (such as the tested CAVE). However, more experience is needed concerning 4D safety simulation as well as further development of modelling tools such as object libraries, and site progress/status data recording and storing solutions to broaden the use of the BIM-based safety planning in the design-build process.
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Internationally, road authorities are becoming more of asset managers. As a result, road project delivery is enabling more integrated services, requiring broader know-how from service providers. Activities previously procured through several agreements may now be included under one inclusive agreement. The client's decision between traditional or more integrated project delivery is fundamental in setting up the framework for design, construction and maintenance, and for their management. The selected contract type should develop a cooperative relationship between the client and implementers, and provide incentives to the parties to achieve client objectives. Clients should define the best ways to procure roads based on project size, complexity, risks, timing, external factors, environmental issues, etc. To assist in the strategic selection of the most efficient project delivery methods, this research determined the performance of the following methods: Design-Bid-Build, Construction Management (with some reserve), Design-Build, and Design-Build-Maintain (covering variations like DBOM, DBFO, BOOT, etc.). The concept of economic efficiency was developed to describe the performance level of the different project delivery methods. Economic efficiency is determined as the ratio of value generation to cost performance. The more value the project delivery system generates at a certain project cost, the more economically efficient way it is to procure roads. The current performance of the project delivery methods was assessed based on the data provided by the interviewees in five countries (Finland, UK, Australia, New Zealand, and USA) and on an extensive literature review. The future performance potential of the methods was determined based on the development potential derived from the data gathered. The analysis performed shows that the current economic efficiency of CM seems to be only slightly higher than that of DBB, while the economic efficiency of DB is significantly higher. DBM brings even more notable improvements as it doubles the efficiency improvement of DB. When development potentials of the project delivery methods are taken into consideration, the difference between traditional and more integrated project delivery methods only increases. Thus, DBB and CM will improve only marginally from the current situation, but both DB and DBM can improve notably their cost performance and value generation resulting in economically even more efficient project delivery. Also the changes expected in the operating environment will favour use of DB and DBM. Thus, it seems that the broader and more integrated service packages (DB and DBM) can provide better value for money and meet the needs and desires of the client better than DBB or CM. However, the full performance potential of each project delivery method can only be achieved provided that some improvements to the system are made. Each project delivery method has its weaknesses that currently hinder optimal performance. It must also be taken into consideration that each method should be applied only in appropriate circumstances, which leaves room for DBB and CM. It is often still appropriate to use DBB, when projects are relatively small, simple, have well-defined end results, and offer no opportunities to innovate or to generate revenue. CM will retain its potential for big projects that are implemented under very restricted conditions or require flexibility to accommodate client changes. As DBM may be used in some, exceptionally large projects, this leaves DB as the normal alternative to DBB. When adopting DB and/or DBM-type project delivery, public owners need to provide permanent market demand for competent contractors to fully capitalise on the potential of these methods. Changes should be made step-wise to allow the participants time to adapt to the new operating environment. Also, training of public sector representatives should improve successes in procurement, as better procurement skills lead to lower transaction costs, better value for money in projects, and faster delivery of public services. At the same time, private companies need to concentrate on relationship building and networking to enable more efficient cooperation over the whole project life and more successful outcomes with higher profitability.