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Capturing the Return on Investment of All-In Building
Information Modeling: Structured Approach
Ken Stowe
1
; Sijie Zhang
2
; Jochen Teizer
3
; and Edward J. Jaselskis, M.ASCE
4
Abstract: Many construction firms now use building information modeling (BIM), and champions at those firms know that BIM delivers
significant benefits. Whether the benefits are significant enough to merit deeper BIM adoption is unclear at this point in the architecture/
engineering/construction (A/E/C) industry. To investigate this problem, the lead author conducted more than 51 workshops worldwide with
practitioners who presently use BIM and elicited cost and benefit data from them using actual project case study data. The workshops provided
a structured approach to capturing the true benefits of BIM in the A/E/C community. Through the workshop case study approach, 19 of the most
impactful benefits that accompany an integrated, all-in approach to BIM were identified. This paper describes these benefits in detail, as well as
the current limitations, and sheds light on attributes of BIM in the near future. The findings have the potential to help the A/E/C industry make
informed decisions to maximize returns on BIM investment and establish realistic success targets and measures. DOI: 10.1061/(ASCE)
SC.1943-5576.0000221.©2014 American Society of Civil Engineers.
Author keywords: Return on investment; Building information modeling.
Introduction
Many construction firms now use building information modeling
(BIM), and champions at those firms know that BIM offers significant
benefits. There is strong evidence to suggest that BIM is a powerful tool
for the construction industry and that it will become an even greater
force in the design, construction, and operation phases throughout the
life cycle of a facility. At a Construction Industry Institute (CII) (Austin,
Texas) roundtable discussion related to BIM and other innovations, it
was mentioned that BIM is critical to an integrated project management
system, eliminating fragmentation and allowing for greater team
and system integration (CII 2010). According to McGraw Hill
(Malangone 2012), adoption and implementation of BIM in in-
frastructure projects is a few years behind vertical infrastructure
and is expected to increase because ofthe size and complexity of many
of today’s infrastructure projects. However, whether the benefits are
significant enough to merit deeper BIM adoption is unclear at this
point in the architecture/engineering/construction (A/E/C) industry.
To investigate this problem, 51 workshopswere conducted worldwide
to assess the return on investment (ROI) of BIM. (For this paper, ROI
is defined as savings divided by cost.) The involved practitioners are
people who currently use BIM. Cost and benefit data were elicited
from them using actual project case study data. The workshops
provided a structured approach to capturing the true benefits of BIM
in the A/E/C community. Nineteen most impactful benefits that
accompany an integrated, all-in approach to BIM were identified
through the workshop case study. This paper describes these benefits
in detail, as well as the current limitations, and provides a glimpse
into the features of BIM in the near future. The findings of the study
have the potential to help the A/E/C industry make informed
decisions to maximize returns on BIM investment and establish
realistic success targets and measures.
Background
BIM is a powerful tool that uses three-dimensional (3D) intelligent
parametric models to design, review, simulate, and coordinate build-
ing projects. For construction firms, BIM offers the ability to explore
and plan every aspect of construction, especially before breaking
ground. BIM-enabled mobile field management allows firms to take
the advantages of working from 3D models to the point of con-
struction with mobile devices such as tablets. Even the owner can
benefit by receiving an accurate as-built model at handover and by
extracting material and equipment data and using it to manage and
monitor the building.
BIM can touch and transform every part of a construction project.
Unfortunately, many firms use an approach to BIM that can be re-
ferred to as thin or fragmented BIM; they use BIM, but seek just
a few of the potential benefits. For example, a firm might use BIM to
coordinate the mechanical, electrical, and plumbing (MEP) detailed
submissions with the MEP engineer and subcontractors. Working
from the model, the team identifies and addresses interferences be-
fore construction. All participants in the process benefit, yet the
contribution of BIM is limited to more confidence, stable geometry,
and some field efficiencies.
A substantial amount of research has been performed to better un-
derstand the qualitative and quantitative benefits of BIM on construc-
tion projects. Azhar (2011) discusses benefits and risks associated with
BIM. The Center for Integrated Facility Engineering (CIFE) at Stanford
University (Stanford, California) published a table revealing the cost to
1
Director, Worldwide Construction Business Development, Autodesk,
Inc., 1560 Trapelo Rd., Waltham, MA 02451. E-mail: ken.stowe@autodesk
.com
2
Ph.D. Student, School of Civil and Environmental Engineering, Geor-
gia Institute of Technology, 790 Atlantic Dr. N.W., Atlanta, GA 30332-
0355. E-mail: annazhang@gatech.edu
3
Associate Professor, School of Civil and Environmental Engi-
neering, Georgia Institute of Technology, 790 Atlantic Dr. N.W., Atlanta,
GA 30332-0355 (corresponding author). E-mail: teizer@ce.gatech.edu
4
Jimmy D. Clark Distinguished Professor, Dept. of Civil, Construction,
and Environmental Engineering, North Carolina State Univ., Raleigh, NC
27695. E-mail: ejjasels@ncsu.edu
Note. This manuscript was submitted on May 1, 2013; approved on
January 17, 2014; published online on March 17, 2014. Discussion period
open until August 17, 2014; separate discussions must be submitted for
individual papers. This paper is part of the Practice Periodical on Structural
Design and Construction, © ASCE, ISSN 1084-0680/04014027(5)/$25.00.
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implement BIM, the savings, and ROI. Not surprisingly, the range on
ROI is rather large (from 140 to 39,900%) (Gilligan and Kunz 2007).
Young et al. (2009) conducted a survey with BIM users in which two
thirds of the users experienced a positive ROI on their BIM investment,
and 93% of the users believe that there is potential to gain more value in
the future. Among the primary benefits of using BIM are improved
communication, fewer requests for information (RFIs), improved
personnel productivity, increased prefabrication, and positive im-
pact on marketing (Young et al. 2009).
Khanzode et al. (2008) presented the use of BIM tools and processes
for the coordination of MEP systems on a $96.9 million healthcare
project in California. The researchers quantified specificbenefits of
using BIM from each of the team members. Some of the benefits include
labor savings ranging from 20 to 30% for MEP subcontractors, 100%
prefabrication for the plumbing contractor, less than 0.2% rework for the
entire mechanical portion of the project, zero conflicts in the field in-
stallation, and drastically reduced number of RFIs. This all amounted to
$9 million in cost savings and a 6-month reduction in project schedule.
Becerik-Gerber and Rice (2010) developed a survey to de-
termine the benefits of using BIM. They found that nearly 41% of the
respondents realized an increase in overall project profitability as a result
of its use, 20% were not sure, and a small percentage (12%) actually
experienced a decrease in project profitability. Almost 60% of those
surveyed found overall project duration reduced by as much as 50%.
Vaughn et al. (2013) presented a rigorous case study on the use of
a construction information management system developed by a com-
mercial provider. Users of this system coupled with mobile technologies
found increased efficiency, decreased clerical time of operations-level
construction personnel, and improved managerial efficiency. Several
other researchers have been involved with quantifying the benefits of
using BIM during the construction phase (Giel and Issa 2011;Manning
and Messner 2008;DehlinandOlofsson2008).
Undoubtedly, these current research efforts have paved the way for
analyzing the ROI of BIM in A/E/C industry. However, from the
preceding literature review, it can be concluded that most of the research
efforts mainly focus on specific case studies to determine the benefits of
using BIM, while few efforts have been put into creating a structured
approach to better understand and measure the benefits of using BIM.
Methodology
The purpose of this study is to better understand the benefits of using
BIM on projects. It is believed that significant improvements to
project team and facility performance are possible and necessary
with a structured approach that combines lean principles and BIM-
centered technology. The steps include the following.
Identify Waste in the Existing Workflow
A summary budget is built for the subject project with 15 line items
(design, labor, materials, staffing, general conditions, fees, pre-
construction services, etc.). Participants were asked if there are
persistent problems that suggest waste for this project type or spe-
cific owner. Some identified sources of waste include
•Document error, omissions, and consistency in coordination;
•RFIs;
•Change orders initiated by design;
•Change orders initiated by owner;
•Preventable rework;
•Limitations on prefabrication and preassembly;
•Acceleration, overtime, second shift;
•Safety failure;
•Waste materials and disposal; and
•Late material delivery.
Analyze the Financial and Other Benefits of
Collaboration and Teamwork Using Available
Metrics and Team Input
Research metrics were applied from case studies reported by com-
panies (such as Turner, New York, New York; Messer, Charlotte,
South Carolina; DPR, Redwood City, California; Sara Architects,
New York, New York; Mortenson, Minneapolis, Minnesota; and JE
Dunn, Kansas City, Missouri) and academic institutions (Stan-
ford University; University of British Columbia, Vancouver, British
Columbia, Canada; Delft University of Technology, Delft, Nether-
lands; Yonsei University, Seoul, South Korea; University of Florida,
Gainesville, Florida; University of Southern California, Los Angeles,
California).
Assess How the Benefits Are Divided among
the Stakeholders
Criteria taken into consideration include contract type, shared sav-
ings, time-variable costs, and forecast savings to each stakeholder.
Prioritize Targeted Benefits and Modify the Process
Benefits that have the largest financial impact will be further
reviewed and discussed: for example, how to achieve those highest-
priority benefits and what other benefits might be affordably
achieved on the project.
Measure the Benefits and Promote the Use of BIM
To measure the success of the BIM initiative and for reporting to exec-
utives and for future projects, the practicality of measuring (especially
predictive metrics) was analyzed and compared with previous results.
Data from more than 51 workshops with BIM users in eight
countries were collected. The focus of each workshop was to assess the
financial impact of all-in BIM approaches. The workshop further
assisted users to help forecast the major financial benefits and costs of
BIM. Table 1shows a list of the countries and the approximate number
of attendees at 35 recent workshops that were delivered in a more highly
developed version of the event as new financial benefits kept emerging.
These 35 workshops (Financial Impact of ALL-IN BIM, often nick-
named the BIM Return on Investment Workshop) constitute
the basis of comparisons in this paper. During the workshops, each
company put together their own estimates of ROI for their projects. The
workshops were designed to help the project team identify and prioritize
financial impacts in every phase for each stakeholder on the project.
Participants
This is an effort to investigate the value of the comprehensive value
of BIM. Benefits will be made tangible in local currency; even time
Table 1. Workshop Attendee Characteristics
Country
Number of
workshops
Average number
of attendees at
each workshop Attendee makeup
United States 18 20 All disciplines
Canada 5 24 All disciplines
United Kingdom 4 18 Mostly contractors
Australia 3 25 Mostly contractors
Singapore 2 18 Contractors and developers
Malaysia 1 35 Government owner
Philippines 1 18 Developer/contractor
Sweden 1 7 Contractor
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savings will be examined as a financial benefit. The makeup of the
participants of the workshop included estimators, construction
project managers (PMs), trade coordinators, architects, engineers,
subcontractors, field supervisors, owner PMs, and owner facility
managers. It helps to have some participants with both two-
dimensional/blueprint and BIM experience (the old and the new
way of working), but it is not required. The profile for typical par-
ticipants is as follows:
•A single project team hoping to get the most from BIM;
•A single company (BIM core team, executives, or both) evalu-
ating a typical project or portfolio to demonstrate or forecast the
value of BIM;
•An agency struggling to understand the comprehensive potential
of BIM; and
•An agency promoting BIM to a state or province.
Process
The workshop was targeted to last 4 hours and was found to be best
conducted in the morning. The moderator asked each discipline to
estimate placeholder savings when appropriate. Not only were the
benefits estimated, but also the financial impact to each stakeholder
was examined. Sometimes it was difficult for the participants to
convert the benefits into dollar savings.
Information
The team is expected to supply (or estimate) certain information.
The workshops began with a simple breakdown of the project
budget, and later the cost of each firm’s BIM implementation and the
dollar value or cost (if different) are discussed. The information that
the process produced was the net savings, which equaled the benefits
minus costs. Which stakeholder benefited from the savings according
to contract language was also discussed.
Results
The results of the workshop were expressed in ROI for each of the
major stakeholders, with insight-producing graphics that allow the
user to set expectations and prioritize the most powerful of the multiple
benefits. For this paper, ROI is defined as savings divided by cost. After
many workshops, participants offered supportive comments such as
“Thanks for letting us create our own ROI,”and “I walked in a skeptic;
now I think we can really make a difference with BIM,”and “Ihadno
idea there were so many tangible benefits of BIM!”
Overall, the results from the workshop showed that the more
companies leveraged the use of BIM on their projects, the higher the
ROI, and that up to about 10% of the total project cost can be saved.
On a $100 million project, that means the actual project team
anticipates that BIM has the potential to drive as much as $10
million in savings. To achieve these results, project teams and their
executives realized that if they go all-in with BIM—by involving all
the stakeholders and embracing all the benefits of an integrated
initiative—they can experience the largest benefits. They realized
that project results differ depending on contract type, time-to-market
urgency, project complexity, and other variables.
Identified Benefits
Nineteen most impactful benefits from the all-in use of BIM were
revealed through the workshops (Table 2).
Some of the benefits are significant and obvious contributors to
ROI. Assuming fewer RFIs will result in cost benefits, but it may still
be difficult to attach a dollar amount to the benefit. Aided by metrics
from academic research and industry studies, the facilitator elicited
quantitative cost and benefit information from the participants. Entire
project teams, and often the project owners, came together to explore
how each aspect of the project contributed to cost, and where the
hidden causes of waste, delay, and disappointments existed on past
projects. This was followed by a discussion on how the efficiencies of
BIM can realistically help reduce those costs. To provide a complete
analysis, the costs of implementing BIM, including technology,
workflow reexamination, and training costs, were considered.
The workshops provided a tool for helping teams to take a more
structured approach to capturing all the benefits of BIM. Having
a more thorough understanding of the ROI potential of BIM inspires
a deeper commitment to using it in every phase of the project. Teams
realizing the benefits of better documents, fewer RFIs, and change
orders start to look for opportunities to improve safety, logistics, and
productivity. Then, teams begin to accelerate schedules, bringing
down the time-variable project costs. Accelerated schedules allow
the owner to occupy the building earlier and realize time-to-market
opportunities, further increasing ROI.
Case Studies
As an example of the use of all-in BIM, a medical facility in
the southwestern United States was in the process of starting
a $200 million building project. Representatives from all the
disciplines on the project team, including the owner, participated
Table 2. Nineteen Most Impactful Benefits of Using an Integrated, All-In
Approach to BIM
Project phase Benefit
Pre-project planning Better understanding of the scope of work
Higher quality
Design Design productivity and better documents
Model-based energy and sustainable
analysis; facility performance
Overall design duration
Fewer and quickly resolved RFIs
Fewer design change orders
Owner satisfaction with greater awareness
and more confidence
Easier, quicker visualization for the general
contractor (GC), subcontractors, inspectors
Construction 3D and 4D visualization, logistics/
sequencing studies, field efficiencies
Simple, secure document, design, and data
management tools
Smaller, higher-performing project staff,
more efficient, focusing on project
excellence
Lower costs of printing, packing, shipping,
receiving, distributing, and copying
Subcontractors: bids with lower risk, less
built-in contingency, confidence in
prefabrication/preassembly
Shorter construction duration: lower cost
for GC, subcontractors in general
Field BIM: equipment tracking, safer site,
digital survey, machine guidance
BIM for safety budget and planning
Start-up/commissioning Earlier certificate of occupancy
Operations and maintenance
(O&M)
Rich information
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in the workshop. Together, the project team members discussed
the 19 identified benefits for BIM and broke down the costs and
benefits across the entire project. With an all-in commitment to
BIM, the project team determined the project could get a return of
10.8% of the total project cost. More examples are listed in
Table 3.
On the healthcare project, some of the individual cost savings
were modest, with the team anticipating about $50,000 in savings on
printing and shipping attributable to a data-centric and model-based
process. Others were larger, such as the team’s forecast of $2.5
million in savings because of fewer change orders. Earlier antici-
pated project completion and the use of the as-built models in fa-
cilities management proved to be the sum of the largest benefits,
a savings of $8 million over the 30-year lifecycle. Most often,
participants realize there are many more potential benefits from the
collaborative use of BIM, and those benefits can be realized with
a small amount of effort (and that one hand can wash the other). The
workshop for the U.S. General Services Administration project
(Edith Green-Wendell Wyatt Modernization) compelled the team to
unite their efforts, integrate their BIM activities, and measure their
success.
Depending on the type of project explored, the ROI numbers that
come out of these workshops can vary quite a bit, but these sessions
have produced one common outcome: they serve to get the entire
project team supporting a BIM initiative. That is because the deeper
people dig into the ways of using BIM, the more they realize how
valuable the transformation to BIM can be for their projects.
Reflections on Workshops
The big benefits show up during the construction phase (often about
60%) and the operations and maintenance (O&M) phase (often
about 30%). The O&M phase is the fastest-growing phase, as new
revelations and reputable people/institutions begin to forecast more
benefits: work orders, space planning, energy conservation, equipment
maintenance, future renovations, tenant comfort and productivity,
and other efficiencies. More investigation and efforts on analyzing
and exploring the benefits of BIM in O&M will be focused in future
workshops.
The other potential improvement of the workshop is that it could
be extended to 1 or 2 days long, with more time spent on waste
identification (self-acknowledgment) as the precursor to the evalu-
ation of benefits. (The current workshop is 4 h.)
Current Limitations of BIM
BIM has the potential to improve communication and coordination
among the different stakeholders of a project. With all of the per-
ceived benefits of BIM, there are also many limitations that must be
considered.
Cost of Software and Hardware
The purchasing, maintaining, and upgrading of BIM software
licenses tends to be more expensive than that of computer-aided
design (CAD) software packages available on the market. With
the introduction of BIM software, the requirements on computing
hardware increase significantly. Currently, CAD software can be
operated on a vast majority of professional laptops. With the in-
troduction of BIM software, dedicated high-specification work-
stations are required. For the next few years at least, this may limit
how well BIM can be applied in the field.
Cost of Training
It is not realistic to assume that professionals with CAD proficiency
can learn new BIM software quickly or without specialized training.
Given the fundamental differences between BIM and CAD,
training should be considered a requirement for all professionals
involved with designing and managing information. Investment in
training for early adopters provides them a competitive edge on
projects that have clearly specified requirements to be documented
using BIM.
Interoperability between Different Software Platforms
Interoperability is defined as the ability of diverse systems and
organizations to work together. The problem of interoperability in
BIM landscape is well documented (Eastman et al. 2011) and is
estimated to be costing the industry $15.8 billion every year (NIST
2004). This interoperability challenge can make it difficult for
projects to function if different team members work with different
software packages.
One solution is to use a neutral file format. The Industry Foun-
dation Classes (IFC) format captures both geometry and properties
of intelligent building objects and their relationships within BIM,
thus facilitating the sharing of information across otherwise in-
compatible applications. However, model exchanges based on IFC
are still error prone and incomplete (Kiviniemi 2006).
Future of BIM
BIM is transforming the architecture/engineering/construction/
operations industry and is becoming the standard way to conduct
business in construction. With the advancement of BIM and other
emerging technologies, more opportunities will exist to bring more
benefits to a project.
BIM in the Field
In the recent past, BIM was widely used in offices by designers and
project managers. With the advancement of mobile technology and
the internet, BIM has evolved to be used in jobsite trailers on con-
struction sites and even in the field. The applications designed for
mobile devices take BIM to the next level, e.g., comparing designed
with as-built conditions.
The integration of BIM and location tracking technology such as
geographic information system (GIS), global positioning system
(GPS) and radio-frequency identification (RFID) will take BIM even
further for construction engineering and management. BIM technol-
ogies are moving from the world of architectureand engineering to the
Table 3. Example Results of the Workshop
Building type Saving on investment (million) ROI (%)
U.S. General Services
Administration office building
$6.0 savings on $142 4.26
New York State Office of
General Services
$2.3 savings on $57 4.00
University classroom $2.1 savings on $70 4.34
Large supermarket chain $0.31 savings on $17 1.8
New hospital $6.77 savings on $70 9.7
Medical facility $21.0 savings on $200 10.5
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arena of construction companies and other players in charge of con-
struction operations. The use of BIM-based construction production
planning and four-dimensional (4D) simulation is growing rapidly.
The use of BIM for material and equipment tracking will create great
potential for improving construction productivity and also safety
(Zhang et al. 2013).
BIM for Better Life-Cycle Management
Because most of the BIM benefits are currently received in the early
project phases rather than during the O&M phase, a challenging
question remains: how can BIM help reduce a project’s life-cycle
cost? The emphasis on sustainability recently has raised more at-
tention toward building life cycle management. Owners realize that
BIM provides value in storing and managing relevant data about
current building conditions and that BIM facilitates the analysis of
alternatives. Some building design professionals are embedding data
on life expectancy and replacement costs in BIM, thereby helping an
owner understand the benefits of investing in materials and systems
that may cost more initially but have a better return over the life of
the facility.
Conclusions
Workshops provided a structured approach to capture the true
benefits of BIM in the A/E/C community. The ROI of BIM is
measured using the following five steps:
1. Identify waste in the existing workflow;
2. Analyze the financial and other benefits of collaboration and
teamwork using available metrics and team input;
3. Assess how the benefits are divided among the stakeholders;
4. Prioritize targeted benefits and modify the process; and
5. Measure the benefits and promote the use of BIM.
Through the workshop case study approach, 19 of the most
impactful benefits that accompany an integrated, all-in approach to
BIM were identified. The financial impact of the comprehensive use
of BIM is significant. The analysis of the gathered data further
demonstrate that the construction phase is usually the phase that
experiences the greatest savings, but that O&M might be the fastest-
growing phase as the industry matures.
Whether users are BIM champions or new to project modeling,
the results will inspire individuals and firms to play a leadership role
in inspiring extended project teams to go all-in with BIM, looking
for every penny, in every phase, for every stakeholder.
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