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International Journal of Construction Education and
Research
ISSN: (Print) (Online) Journal homepage: https://www.tandfonline.com/loi/uice20
Competencies Expected from an Information
Manager Working in BIM Based Projects
M.R.M.F. Ariyachandra , H.S. Jayasena & B.A.K.S. Perera
To cite this article: M.R.M.F. Ariyachandra , H.S. Jayasena & B.A.K.S. Perera (2020):
Competencies Expected from an Information Manager Working in BIM Based Projects,
International Journal of Construction Education and Research
To link to this article: https://doi.org/10.1080/15578771.2020.1808123
Published online: 18 Aug 2020.
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Competencies Expected from an Information Manager Working
in BIM Based Projects
M.R.M.F. Ariyachandra, H.S. Jayasena, and B.A.K.S. Perera
Department of Building Economics, University of Moratuwa, Moratuwa, Sri Lanka
ABSTRACT
An Information Manager (IM) has an exclusive and unique role to play
in a project. Yet, the competencies expected of an IM have not been
adequately dened. The other professionals in the construction indus-
try dene this role in their own way ignoring the industry needs. Thus,
this study aimed to dene the competencies expected of an IM. To
achieve this, the tasks expected of an IM were rst determined through
a desk study using BIM guidelines. Secondly, an informal public opi-
nion study was carried out using online data sources. The collected
data were then analyzed using NVIVO software to outline the compe-
tencies required of an IM for each task. Finally, an expert interview
survey was carried out to validate the outcomes of the study. The
ndings revealed that an IM must be a construction professional well-
versed in construction technology and contract administration and
that the IM must be competent in using Building Information
Modeling (BIM) workows/software. The study contributes to knowl-
edge by identifying the gap that currently exists between industry
needs and the performance of professionals working as IMs, which
would be invaluable when designing a curriculum for a course on
information management within a BIM environment.
KEYWORDS
Information Manager;
building Information
Modeling; skills;
competencies
Introduction
Building Information Modeling (BIM), which digitally represents the physical and func-
tional information of construction projects, is essentially a shared database that can facil-
itate the whole process of managing a building life cycle (National BIM Library, 2012). This
central digital database is constantly refined and adjusted according to project requirements
to ensure that the As-Is model remains as accurate as possible throughout the project. BIM
encourages the combination of the roles of all stakeholders and increases the efficiency of
construction industry projects by introducing a new prototype that helps to reduce conflicts
among team members (Holmström et al., 2015). However, this increased project efficiency
comes with barriers, such as lack of legal/contractual agreements, as well as technological
barriers, which hinder BIM implementation (Ku & Taiebat, 2011). Since BIM is not
a standalone technology solution, management commitment is essential for its successful
implementation (Lin et al., 2018) for which a BIM manager who has skills, both new and
old, and an open mind is needed (Merschbrock & Erik, 2015). Rahman et al. (2016) have
considered the BIM manager as a key performer who is directly associated with the top
management throughout the BIM implementation. The BIM protocol commissioned by the
CONTACT M.R.M.F. Ariyachandra sikymr@gmail.com
INTERNATIONAL JOURNAL OF CONSTRUCTION EDUCATION AND RESEARCH
https://doi.org/10.1080/15578771.2020.1808123
© 2020 Associated Schools of Construction
Construction Industry Council (CIC) of the United Kingdom (UK) in February 2013 as
a part of its response to the UK Government BIM Strategy is meant to address these
problems associated with BIM implementation. According to CIC, 2013a, 2013b), the
primary objective of the protocol is to enable the production of building information
models at defined stages of a project. Project stakeholders have to attach the BIM protocol
to their contracts certifying the right of all parties to follow the common standards stated in
the protocol when generating and delivering the models (CIC, 2013b, 2018). The protocol
recommends the appointment of an Information Manager (IM) with defined key respon-
sibilities before the appointment of a BIM manager. IM is defined as the person appointed
to perform the information management role which includes inter alia, the establishment,
and management of the processes, protocols, and procedures set out in the information
requirements (CIC, 2013b, 2018). The IM has a significant role to play among BIM team
members. The protocol also speaks of a BIM coordinator who has to get involved in clash
detection and model coordination activities. While IM has no design-related duties, the
responsibility for the design lead remains with the BIM coordinator. In other words, the
traditional role of the BIM manager has been split into two roles: the roles of IM and BIM
coordinator. IM is a procedural gatekeeper, who monitors the Common Data Environment
(CDE) to ensure that it follows the agreed protocol and that the data is secure (CIC, 2013b,
2018). Since the role of the IM is unique and entirely new to the BIM environment, the
competencies required of an IM are yet to be defined clearly. Consequently, the profes-
sionals of other disciplines and BIM specialists are quick to define the role of the IM to suit
their own requirements. It is, therefore, vital to define the competencies required from an
IM working within a BIM collaborative environment.
Building Information Modeling and Collaboration across the Project Team
Because BIM generates a common platform, any stakeholder can enquire about the effect of
stakeholder activities on the building process (Arayici et al., 2012). Thus, BIM positively
builds up collaboration among project stakeholders. This collaboration will lessen the risks
associated with a project and provide for stronger communication among project stake-
holders. On the other hand, as Eastman et al. (2008) have highlighted, the most critical
challenge faced by project stakeholders is learning to work together collaboratively when
using the BIM model. This is especially critical when one BIM model requires an alliance of
different parties, to create the design using different tools and formats. Therefore, it is still
questionable as to whether BIM with its unresolved limitations and conflicts will be able to
truly serve the industry. Its limitations can cause mistakes and it would be impossible to
identify the parties responsible for the mistakes.
Even though BIM offers many benefits to a project team, it can create slip-ups among
consultants leading to conflicts among the team members, which is unlikely to be
expected by protocol users (Guo et al., 2019; National BIM; Library, 2012; Takim et al.,
2013). The successful implementation of BIM will, therefore, clearly depend on the
effective coordination of all the stakeholders involved in the project. This requires
rescheduling of contractual relationships, re-engineering of collaborative processes, and
most importantly employment of key professionals with amended skills in the BIM team
(Allen Consulting Group, 2010). These skills have to be initialized using standardized
conventions and protocols (National BIM Library, 2012). These protocols may require
2M. R. M. F. ARIYACHANDRA ET AL.
new and additional key consultants in the BIM team (Wallbank, 2011). These consultants
can be BIM managers, BIM/project coordinators, designers, technical advisors, modelers,
drafters, Integrated Project Delivery (IPD) managers, and IPD marketers among others
(Aranda-Mena et al., 2009; Olatunji, 2011).
Role of the Information Manager
Issues have arisen with respect to BIM and its information ownership because of the
absence of clearly designated roles for transforming traditional projects into BIM-based
projects (Aranda-Mena et al., 2009). Hence, the project will need an expert who will have
the authority for the information management process of the project. It is in this back-
drop that the CIC BIM protocol introduced the key position named IM. The IM is
initially appointed by the client CIC, 2013a, 2013b, 2018), and the person who is
responsible for appointing IM changes as the project moves forward. The lead designer
or lead consultant can be designated as the IM at the inception and at the concept design,
developed design, and technical design stages of the project, while the contractor can take
up the role during construction and in the final stages of the project (Faulkner, 2015). On
the other hand, it is also possible to appoint a client-based IM who will have the authority
for the coordination and preparation of Employer’s Information Requirements (EIRs)
throughout the entire project timeline. Hence, when a project is led by a design team
before the main contractor has been appointed, there will be an ambiguity about the
person who has to carry out the duties of the IM (Jackson, 2016) as there will be
a discrepancy regarding the authority between the IM appointed by the client and the
IM appointed by the design team.
The key responsibilities of the IM include (a) establishing a CDE and the structure and
standards of the information model, agreeing on the output formats, and validating
compliance with the stated requirements; (b) establishing responsibilities for information
provision and the extent of the details required during each project stage; (c) enabling
information integration by the project team and coordinating that information; (d) assisting
the project team to establish information exchange processes; (e) implementing other
management procedures; and (f) hosting the CDE (CIC, 2013b, 2018). It has to be noted
that the IM is not designated “to do BIM” for other project team members (Mills, 2015). IM
instead ensures that information exchange is facilitated throughout the project process. Al-
Shammari (2014) also highlighted that the IM should not only be a postman who acts as an
information trader, but IM should rather have the ability to understand the whole BIM
procedure while incorporating that procedure into the expected BIM model. In the UK, the
need to appoint an IM is made explicitly clear in BIM protocols and British Government
guidance documents. These documents also make it clear that the IM should be a member
of the project team, such as the design team leader or the main contractor’s design manager
(CDBB, 2019). Alternatively, the tasks of the IM could be distributed amongst the team
members of the BIM project. Whichever option is chosen, the IM appointed has to have the
required skills, expertise, and resources to deliver the tasks expected (Jackson, 2016). The
IM should work independently with no design-related duties assigned but has to deal with
information that is compatible with the design (CIC, 2013b, 2018). The BIM coordinator
has to involve with clash detection and model coordination along with design lead, thereby
freeing the IM from design-related responsibilities.
INTERNATIONAL JOURNAL OF CONSTRUCTION EDUCATION AND RESEARCH 3
Importance of Identifying the Competencies Expected of Information
Managers
The professionals who work in traditional professions, such as engineering, architecture, and
quantity surveying and the others who work as BIM project team members acquire compe-
tencies through their formal university education and workplace training. Their profession
being still young, IMs do not currently receive such formal and well-defined education and
training. Courses that specifically focus on the key competencies of IMs are also not available.
The competencies required of an IM and the difference between an IM and any other
professional are yet to be defined. This illustrates the need for a competency-level bench-
marking of the role of IM. Certain authors have argued about the unclear interpretation of the
role of IM, which causes conflicts with the other positions in a BIM environment (Sinclair,
2012). Al-Shammari (2014) argued that there is only a brief explanation about the role of the
information manager in the CIC BIM protocol compared to the explanations given about the
roles of the other BIM team members, especially those relating to correlated actions. Due to
the various interpretations given to the duties and obligations of an IM remain undefined, the
competencies expected from IMs are being pulled in different directions with different
interpretations, suggestions, and definitions (Al-Shammari, 2014; CDBB, 2019; CIC, 2013b,
2018; Faulkner, 2015; Jackson, 2016; Mills, 2015).
With the implementation of the CIC BIM protocol, many project teams have become
interested in upgrading their projects to BIM level 2, but a majority of them tend to ignore
the critical aspects of BIM level 2 projects. These aspects include but not limited to the
appointment of the IM and the expected competencies of an IM to perform the duties as
outlined in the CIC BIM protocol. The appointment of an IM can be in line with one of the
options stated in the CIC BIM protocol. However, all these other aspects are currently
facing issues. According to Guo et al. (2019), one possible reason for this situation could be
the ignorance of the people about the definition of IM provided in the CIC protocol which
makes them consider the IM as the “BIM Manager.” The authors have stated that this
misinterpretation has caused negative impacts on BIM projects, such as negligence; poor
quality and safety standards; poor documentation; etc. Besides, owing to the lack of a clear
definition, some individuals consider the handling of the information related to the BIM
model as the sole responsibility of the IM (Jackson, 2016). Neither a document controller
nor a project manager can simply fit into the role. Hence, there is a knowledge gap about
defining the competencies of the IM, as none of the existing protocols and guidelines has
clearly defined them.
Research Methodology
The study used a mixed research approach which included a desk review, an informal
opinion study, and finally an expert interview survey. The input/output workflow of the
proposed method is illustrated in Figure 1.
Step 1: Desk Review: Classication of Main and Subtasks of an Information Manager
Firstly, an external desk study; an analysis of information that has already been published,
was carried out to identify the main and the sub-tasks of an IM as outlined in BIM standard
4M. R. M. F. ARIYACHANDRA ET AL.
guidelines. These guidelines included the BIM standards published by the Construction
Industry Council, British Standards Institution, BIM Task Group as given in Table 2. The
tasks set out by these guidelines were combined to have a common list of tasks through
a thematic analysis. This was done using a tabulation process to reduce their complexity and
to get them to adhere easily to the thematic analysis process as follows;
(1) Tabularized data were read several times to comprehend them. The initial ideas were
noted down to make the analysis more comfortable.
(2) The weighing of the tasks was done using a manual coding system at the initial
coding stage. The tasks common to guidelines were identified. The outcome of the
coding was a tabulated summary of tasks that helped to identify the main task
category.
(3) The common codes identified during the 2
nd
step and the data that refer to the same
aspect were combined to identify the main task category. The findings of the desk
review were tabulated under five main tasks.
(4) The five main tasks identified were refined further in two stages to ensure that the
coded data formed a consistent pattern and that once a coherent pattern was formed
the main tasks matched the data set as a whole. Further coding was carried out to
confirm that no codes had been left out during the previous stages.
(5) Main tasks were defined, and all the subtasks were categorized under-identified five
main tasks.
Figure 1. Input//output workflow of the research methodology.
INTERNATIONAL JOURNAL OF CONSTRUCTION EDUCATION AND RESEARCH 5
Step 2: Informal Public Opinion Study
Selection of Data Sources
The second stage of the research was intended to identify and outline the expected
competencies of an IM working in BIM-based projects. Thus, it requires the collection of
information from the people who are knowledgeable about the nature and the expectations
of the IM. The main constraint of the study was that while the role of IM was an established
profession in some countries, the concept of BIM has not yet been fully implemented in Sri
Lanka. Hence, the collection of the data for the second part of the research using traditional
qualitative approaches (i.e. case studies, interviews) were found to be impractical, due to the
novelty of the IM’s role and the geographical and time limitations. Hence, the identification
of the competencies of IMs was accomplished by an informal public opinion study using
online sources. The details of the data sources are given in Table 1.
Since the number of sources of data available online was limited, the sources had to be
selected without enforcing strict boundaries being subjected to any restrictions. The data
sources could provide opinions as well as background information regarding the subject
matter. The nature of the study was such that it required the identification and validation
of the required data without any criticism. Therefore, whatever available information
could be considered as primary data for the informal public opinion study. The ubiquity
of online data sources and the opinions users express on those data sources provide
researchers with new data collection tools and alternative sources of qualitative and
Table 1. Data sources used in informal public opinion study.
Description of the data source and basis on which it was weighted for reliability
Weight
given
# of
sources
# of state-
ments
Research publications: The facts given here are scientifically proven. Hence this source
was ranked as the highest.
5 30 60
BIM guidelines: Most of the guidelines provide the details, and interpretations relating
to BIM specialists and their roles and responsibilities. Hence, the data obtained from
these guidelines are highly reliable and accurate, due to their practical application.
Thus, this data source was also given the highest weight.
5 10 18
Online job advertisements: The eligibility requirements indicated are considered
trustworthy as their sole purpose is to attract the best possible candidates and the
companies concerned spend considerable time and cost for publishing these
advertisements. Yet, the details are not scientifically proved or standardized. Hence
this data source was ranked as the second-highest.
4 75 135
Online forums: Brainstorming sessions are held to exchange different views and
knowledge on a particular subject. The focus group usually includes the experts in
the area concerned. Hence, these forums have a considerable degree of reliability,
which, however, is lower than the reliability of each of the first three sources.
3 8 15
Online discussions of professional networks: These are similar to online forums. Yet
they aim to maintain business relationships, the information provided in them will
be considered reliable as in the case of online forums.
3 10 18
Personal and company blogs: These blogs provide the name of the person or the
company expressing the opinion. Technically, the opinion expressed has
considerable reliability and accuracy. The opinion givers can be expected to express
the same opinions if they are interviewed personally in the absence of geographical
and/or time constraints. Yet, the reliability of these sources is comparatively lower
than those of online forums and online discussions.
2 8 15
Websites: The degree of reliability is similar to blogs. Websites that could be edited by
any user were not considered in the study.
2 22 45
Online newspapers and magazines: The data publishes in these documents are reliable
and accurate to ensure the goodwill of the magazine or newspaper. However,
compared to other data sources, newspapers and magazines are the least reliable
source.
1 12 24
6M. R. M. F. ARIYACHANDRA ET AL.
quantitative information to augment or, in some cases, provide alternatives to more
traditional data collection methods (Murphy et al., 2014). Hence, it is a great way of
measuring the opinion of a large population by taking a random sample of that popula-
tion in this case; utilizing blogs, newspapers, focus group online forums, discussions,
professional networks, and websites. This particular research methodology is quite
popular in legal researches to identify the common view of a large population or in
market researches to gain the necessary information required to address the issues in
a particular product. Public opinion research provides information about what the public,
which in this case is the focus group, thinks in general. The definition of public opinion
considered in the study was “the complex collection of opinions of many different people
in the focus group and the sum of all their views” (Barna, 2019). Here, the focus group
represents the people who are knowledgeable about nature and the expectations of the IM
include but not limited to BIM experts, BIM specialist recruiters, stakeholders of the BIM
project.
According to the descriptions given in Table 1, only reliable sources were selected to obtain
the required data. The data sources were weighted from 1–5 according to the ascending order
of reliability. It was not possible to know in advance the whole population of the study as the
data sources used covered a vast area. Hence, 175 data sources were randomly selected
considering the time constraints and 330 opinions could be obtained from them.
Classification of Tasks as Nodes and Categorization of the Data Obtained from the Data
Sources
The study used NVIVO; which is a well-known software used in qualitative mixed-method
research where the data could be text, audio clips, video clips, images, etc. (Zamawe, 2015). The
Table 2. Main and subtasks of the information manager.
Subtasks
Main
Task R
References (R): 1 = (CIC, 2013a), 2 = (Faulkner, 2015), 3 = (BSI, 2013)
1. Project team management A 1
2. Risk management and risk allocation across the project team A 1
3. Value management A 1
4. Performance management A 1
5. Change management A 1
6. Attending project and design team meetings A, B 1
7. Supporting the implementation of project BIM protocol A 1
8. Maintaining BIM standards during the project B 2
9. Deciding the extent of information required for project outputs B 1,2
10. Providing information during each stage B 1,2
11. Agreeing on the formats and assembling information required for project outputs B, C, D 1,2
12. Agreeing, implementing and establishing an information structure across the roles B, C, D 1
13. Establishing, agreeing and implementing maintenance standards of the information model B, E 1,2,3
14. Receiving, compliance validating and providing advice on any noncompliance of information with the
information model
B, C, D, E 1,2,3
15. Incorporating as-built test information into the model B, C 1,2,3
16. Establishing and managing information exchange procedures C 1
17. Enabling the integration of information within the project team C 1
18. Agreeing with and implementing record-keeping and archiving, and maintaining an audit trail for the
information model
C 1,2,3
19. Communication and corporation within the team C 1
20. Establishing, managing, compliance validating of the CDE and providing advice on any
noncompliance of the CDE
D 1,2
21. Arrangements to host the CDE D, E 1
INTERNATIONAL JOURNAL OF CONSTRUCTION EDUCATION AND RESEARCH 7
research methodology used in the study specifically required an organized and structured
approach to analyze the data collected from different data sources, which were mostly in text
and audio formats. The efficiency displayed by NVIVO when used with different types of data
(Hoover & Koerber, 2011) makes it suitable for use in informal public opinion studies. Another
advantage of NVIVO is that it makes sub-group analysis much easier. Hence, as the next step of
the study, the NVIVO was used to define nodes as tags for assigning meaning to the descriptive
or inferential information compiled during the study. Accordingly, the classified sub-tasks of an
IM were first assigned to the NVIVO nodes compiled during this study. The resulting NVIVO
node structure assigned to sub tasks of an IM, was then used to extract the data from the data
sources, categorize the data into relevant subtasks given in Table 2 and incorporate them into
the NVIVO code structure. The coding process involved the tracking of relevant words and
phrases mentioned in the data sources, combining the words to identify the connections among
them, and categorizing the words and phrases into one node to direct them to the relevant
subtask.
Calculation of the Reference Values and Sorting of the Competencies That are above the
Threshold Value
NVIVO charts for each main task (i.e. General Management and BIM, Common Data
Environment, etc.) were obtained and indicated the number of statements that mentioned
wordings related to the competencies for each subtask of that main task. Reference value
was calculated based on the number of statements and the weight given for the type of data
source used. The threshold value for competency was 30 and all the competencies with
threshold values less than 30 were ignored when selecting the competencies. Finally,
Appendix A was prepared based on the competencies (except repetitive tasks) required
for each main task category.
Step 3: Expert Validation
It is worth noting that due to the nature of the method adopted, the data collected in the second
part of the study needed further evaluation. Hence, as the third stage of the study, collected data
were validated by 10 experts involved at the senior level for more than 10 years who have had
working experiences in BIM projects. Interviewees were selected with the use of purposive
sampling. Since the informal public opinion study provided the basis for data collection, it was
not necessary to analyze the research problem in great depth during the third stage. This
research had a deductive approach as well since it did not focus on formulating new theories.
The research is only concerned about making conclusions from premises or propositions
drawn from the desk review and informal public opinion study findings and information
provided by the industry practitioners, the basis of the deductive approach.
Research Analysis and Findings
Step 1: Desk Review: Findings of the Main and Sub Tasks Classication
Following the method explained in the research methodology section, main tasks were
defined as indicated below, and all the subtasks were categorized under-identified five main
tasks as presented in Table 2.
8M. R. M. F. ARIYACHANDRA ET AL.
●General Management and BIM (A) – The CIC BIM protocol recommends that an IM
should have management skills as the IM will have to follow many management
procedures throughout the BIM process. The set of skills required by an IM is focused
on management disciplines and not on design knowledge. According to BIM experts,
managerial competencies include leadership, strategic planning, and organizational
management.
●Construction Technology and BIM (B) – From the inception to the completion of
a project, IM is expected to act as a consultant, a contractor, and an adviser to the
employer. Hence, a person who has adequate knowledge about construction technol-
ogy and BIM capabilities required in the position of IM. The study revealed that an IM
would require a working knowledge of BIM technologies and a demonstrable knowl-
edge of current engineering technology trends, including BIM and IPD.
●Communication and Information Exchange (C) – Ensuring successful communication
is a challenge for an IM since IM is supposed to manage all the information required
for, received for, and issued from the project. The IM has to be a strong communicator
who can explain complex and specialist subject matter in such a manner that both
professionals and non-technical staff can understand what is explained. These inter-
actions, however, can get complicated and can be in contrast to one another, since both
professionals and nonprofessionals will be equally engaged in the BIM process.
●Common Data Environment: CDE (D) – The CIC BIM protocol proposes that IM
should be held responsible for all the operations related to the CDE, which includes
ensuring the security of data within CDE and checking the compliance of CDE with
agreed protocols. PAS1192-2:2013 recommends that CDE be set up and managed by
the IM, although the IM will have no responsibility for model federation and clash
detection. The IM can also arrange the hosting of the CDE.
●IT Services (E) – The IM needs to have proficiency in working with computer software
and hardware since IM needs to govern as well as to mitigate Information Technology
(IT) related issues that arise during the BIM process. Thus, the IM has to possess
foundational IT skills required for installing, deploying, and testing software and
hardware and skills required to manage IT infrastructure according to the standards
stipulated.
Step 2: Informal Public Opinion Study: Findings of the Extracted Competencies for
Each Sub Task
The analysis of the NVIVO chart for General Management and BIM skills illustrated that
the knowledge of BIM processes has the highest influence on the expected competencies of an
IM. The IM, being the person who creates the BIM collaborative platform, is expected to
have first-hand knowledge of and experience in BIM processes and, most importantly, the
skill to obtain the necessary information and make relevant decisions. The IM also should
be able to overcome the leadership challenges encountered successfully as a part of project
team management. Being a professional who is obliged to perform satisfactorily, IM cannot
be an information receiver or sender only. Information exchange within a BIM project
depends on leadership skills. Besides, one source mentioned that “A competent Information
Manager must know schedules and financial risks.” The ability to recognize the financial
risks associated with the construction process is a key proficiency expected of an IM. The
INTERNATIONAL JOURNAL OF CONSTRUCTION EDUCATION AND RESEARCH 9
IM should be conversant with the cost aspects of construction projects and their risk
management procedures. Another source highlighted that BIM professionals must have
both core competencies and domain competencies. Thus, the core competency strategic
mind-set and the domain competency strategic planning are considered unavoidable in
value management. IM has to carry out his/her assigned duties as a professional within the
value management processes and using strategic planning techniques. Concerning perfor-
mance management, the analysis highlighted that IM should be held responsible for over-
coming time constraints and for adhering to deadlines, to ensure effective and efficient
organizational performance. An IM should possess the soft skills required for upgrading the
BIM process. One source stated, “The skillset required is focused on management disciplines
and cultural change and on ensuring that compliance is adhered to by the entire project
delivery team.” This statement emphasized that the IM’s approach to change management
should focus not only on modifying the construction process but also on managing and
changing people to make them withstand any cultural changes that might arise. The analysis
highlighted that an IM has to be fluent in PAS 1192–2:2013 and CIC outline scope of
services, which are the standards applicable to BIM-based projects that specify the technical
and contractual obligations of an IM.
The sources extracted for Construction Technology and BIM stated, “It was suggested
that to develop a more advanced use of BIMs, there should be a special role in the project team
for an IM who could coordinate the use of models throughout the project. This role coupled
with better student education on the techniques of BIM would eventually drive firms toward
greater commitment.” These statements indicated that the effective involvement of the IM in
the project heavily depends on the IM’s BIM competency level. Nevertheless, “a high
technical understanding of BIM” and “active development and delivery of BIM standards
and processes (BS1192/PAS 1192)” were listed as extra skills expected from an IM. The IM
must be capable of using BIM and must be aware of the contemporary standards, such as
BS1192/PAS 1192, used in the industry. Otherwise, the IM’s efforts on maintaining the
standards would be ineffective. The sources have considered the knowledge of BIM delivery
processes as a key competency required from an IM if the IM is to get actively involved in
making decisions about the extent of information required for a specific project output. IM
will not always get the information required in a manner that will help the IM to collaborate
with the existing model directly. Time constraints will require IM to extract three-
dimensional (3D) models from two-dimensional (2D) models and quickly deliver the
information along with project outputs. Therefore, the person designated for the position
of IM must be knowledgeable about the relevant software. To decide the extent of details
required for each project output, IM should be adequately knowledgeable about the BIM
processes, project delivery methods, and supporting software.
After deciding the extent of information required for each project output, arrange-
ments have to be made to provide that information. To be able to decide on the nature of
the information required, IM has to have adequate knowledge of and experience in
construction processes. The sources stated, “Just because someone is proficient in IT does
not mean that he/she can be appointed as IM. The person should have been practically
involved in the construction industry”. This was endorsed by another source which stated,
“The IM should have acquired experience by working with a contractor or a consultant in
Building MEP”. Thus, experience in and knowledge of construction processes were
considered essential for an IM. For the subtask, “agreeing, implementing, and establishing
10 M. R. M. F. ARIYACHANDRA ET AL.
an information structure across the roles,” it was evident that IM must have knowledge
about and experience in the functions of CDE and that most importantly IM should be
held responsible for navigating, extracting, and verifying data for the information struc-
ture, from CDE. The analysis also revealed that even though IM is not obliged to give any
specific information related to the model as he/she has not been involved with the design
or structural building of the model, yet IM must ensure proper maintenance of the model.
It was also highlighted that to maintain the information model, IM would require soft-
ware and hardware skills so that the errors that could arise during the formation of the
information model could be avoided.
Furthermore, concerning the subtask incorporating as-built test information into the model,
the sources mentioned that proficiency in coordination software has to be made a compulsory
requirement to be eligible to become an IM. In a BIM-based project, the different parties
involved in the project may use the same BIM software and tools. Thus, IM is expected to be
adequately acquainted with the different types of databases used in BIM-based projects. The
IM’s responsibility would be to convert the extracted data into a common setup.
Consequently, the collaborative use of databases and coordination software will be crucial
for positive and error-free incorporation of as-built and test information into the model.
It is required to ensure that IM is competent to handle information exchange protocols
before establishing such techniques, to establish and manage information exchange tech-
niques properly under the main task of Communication and Information Exchange. BIM-
based projects have exclusive guidelines and protocols that should be followed as the project
progresses. Therefore, IM should be knowledgeable about industry standards, conventions,
and protocols to determine the standards, conventions, and protocols that best suit the
project. Furthermore, IM is a procedural gatekeeper, who provides access to the informa-
tion required by each project stakeholder. IM must ensure that the security of the informa-
tion is safeguarded, and that data will not get corrupted. Hence, IM has to foster
information integration among project participants. IM should also be made conversant
with the latest software through high-tech training. The sources also highlighted that“3D
simulation and animations skills” are essential for an IM. This type of software provides
audit trails of the BIM model, i.e. it helps technical visualization of the created model. Thus,
these prototypes could be used to audit BIM models and ensure the record-keeping and
archiving related to the model. The analysis also revealed that the IM should be capable of
managing individuals with diverse cultures and professional behaviors and get them into
a common working environment through effective commitment, communication, and
performance. IM should be able to influence any team member irrespective of their rank
or the position within the organization, to maintain proper communication standards
among BIM team members. Thus, when dealing with different stakeholders, IM must
have the competency to handle the cultural, contractual, and personal boundaries of the
stakeholders irrespective of their position/rank because getting the right information is the
most important task of IM.
CDE is the main hub that hosts the collected information. Hence, one main duty of
IM is to carry out the procedural functions of CDE. The operation of the CDE based on
the information provided by the BIM consultants of the project is a responsibility of
IM. CDE has to be set up following the rules and regulations stated in the protocols
used in the project. Therefore, IM should have sound knowledge of those protocols.
One of the sources mentioned that “a knowledge of CDE, Revit 2014, CodeBook, PAS
INTERNATIONAL JOURNAL OF CONSTRUCTION EDUCATION AND RESEARCH 11
1192–2:2013, IFC, COBie, and CIC BIM Protocol should be made mandatory for an IM
to ensure that the CDE complies with the required standards. In other words, the IM
should be knowledgeable about BIM protocols, guidelines, software, and information
management systems. Furthermore, IM must have a set of supportive competencies for
the proper functioning of the CDE: maintenance of information and communication
technology (ICT) systems including ICT support, hardware maintenance, and software
troubleshooting by assisting others to troubleshoot basic software and hardware issues.
Hence, IM, being the frontrunner among the BIM professionals and considering the
nature of the profession itself, IM need to gain the expertise mentioned. The relevant
proficiency should enable IM to resolve software and hardware issues by extending ICT
support to BIM project stakeholders, updating hardware maintenance systems on time,
and providing software troubleshooting.
IM should have the ability to install, organize, and test the software, hardware, and IT
infrastructure used throughout BIM-based projects. These skills include all aspects related
to IT services, including the ability to teach IT services whenever required. The skills and
diligence required in an IM about IT services and the care with which IM provides such
services are related to the special technical expertise required in BIM systems. The IM
should not only be an IT specialist, but also an authority on information management
processes of collaborative BIM platforms. The resulting competencies extracted using
informal public opinion study are given in Appendix A.
Step 3: Expert Validation: Findings of the Interview Surveys
The findings of the informal public opinion study had to be amended slightly based on the
changes proposed by the experts who were interviewed. In General Management and BIM;
“people coordination” and “leadership skills” have been merged into one competency. The
experts also suggested that the competencies “working under pressure”, “meeting dead-
lines” and “handling multiple demands”, should be merged as one competency. Further, the
experts suggested that the “knowledge of BIM protocols” should also include other standard
BIM guidelines such as BSI documents and RIBA work stage plans. For the Construction
Technology and BIM, it was suggested that the competency “working knowledge of multi-
disciplinary working practices and their interdependencies” is not necessary, only the mere
knowledge about the scope responsibilities of each stakeholder is sufficient for an IM. The
results of the expert validation moreover suggested that the competency “extensive knowl-
edge of and experience in information management support systems” should be deleted
from the list of the competencies as it has already been covered by the other competencies.
The listed competencies, “Experience in construction and building construction sequen-
cing”, “Expertise in construction processes” and “familiarity with building design, con-
struction, and operations” were merged into one competency.
Under the main category, Communication and Information Exchange, the competencies
of “high level of professionalism displayed in dealing with owners and design professionals”,
“influencing skills across the whole company irrespective of seniority, organizational or
contractual boundaries”, “excellent presentation skills, preferably in publishing papers or
presenting BIM matters at conferences” have been deleted and the competency “excellent
interpersonal, written and spoken communication skills” has been amended as “excellent
people, written, spoken and communication skills” to cover the aspects of deleted
12 M. R. M. F. ARIYACHANDRA ET AL.
competencies. For the main category, Common Data Environment: CDE, the competency
“competencies required for maintaining ICT systems: i.e. ICT support, hardware main-
tenance, software troubleshooting” has been deleted as the experts suggested that this
competency is already covered by “knowledge of IT and network infrastructure principles”.
Finally, it was proposed that all the competencies related to hardware and software knowl-
edge, working practices, and issues must be listed under IT services and should not be
repeated in other main task categories. Appendix A illustrates the final list of competencies
after the expert validation.
Discussion
The findings of this study are cable of filling the knowledge gaps mentioned in the literature
review. Mills (2015) mentioned that IM is not supposed to “do BIM” for other stakeholders
of the project while Al-Shammari (2014) illustrated that IM is not an information trader.
Both opinions highlighted that an IM is a person who should rather have the capability of
understanding and incorporating BIM procedure into the traditional construction
sequences. While justifying the above proclamations, the current study reveals that IM
has to be trained and well educated about BIM workflows, functions of BIM software, and
all-inclusive operations in the field of IT. Additionally, the range of the knowledge and the
capabilities of an IM mentioned in the literature findings were expanded in the current
study by establishing that the construction knowledge possessed by IM has to be
a combination of construction technology and contract administration of BIM-based
projects. Hence, the findings of the study reveal that the IM has to be a profession that
emerges from the construction industry while the IM is expected to demonstrate a wide
range of competencies for each subtask and that he/she is not required to have in-depth
knowledge of in the fields such as construction or IT.
Faulkner (2015) suggested that a lead designer can take up the role of an IM however, on
the contrary; the resulting competencies of this study considerably elevate IM within the
BIM team, which is truly challenging to any of the professionals in the Architecture,
Engineering, and Construction (AEC) industry. Also, an IM who has the competencies
justified by this study will lessen the discrepancy highlighted by Jackson (2016) regarding
the authority between the IM appointed by the client and the IM appointed by the design
team. In CIC, 2013b, 2018) it was mentioned that IM is not supposed to take responsibility
regarding any design-related duties. Moreover, Jackson (2016) highlighted that the IM
appointed has to have the required skills, expertise, and resources to deliver the tasks
expected. Both of these proclamations are justified by the resulting competencies which
are free from any design-related tasks. Further, the current study establishes that although
the competencies required by an IM in IT and BIM software fall within a broad area, the
extent of the knowledge required is not very high unlike in the case of IT specialists.
Although the person appointed for the position has to be conversant with several different
software packages, IM would require expertise only in BIM software. In addition, the
management and communication skills are also desired. Accordingly, the IM can be
accredited as an IT specialist coming from the AEC industry. This finding settles the
ambiguity of the role of IM highlighted in literature review (Al-Shammari, 2014; CDBB,
2019; CIC, 2013b, 2018; Faulkner, 2015; Jackson, 2016; Mills, 2015). The current study
further suggests that the collective knowledge and the expertise of IM in the field of
INTERNATIONAL JOURNAL OF CONSTRUCTION EDUCATION AND RESEARCH 13
construction seem to be tally with the knowledge of Quantity Surveyors (QSs), although this
hypothesis needs verification.
Conclusions
IM is a professional required in BIM-based projects, brought in to meet the need for an
expert within the project team who will have the authority for the information management
processes of a collaborative BIM platform. The expected set of duties of an IM does not
include design-related work and IM has to focus only on information management.
However, unlike in the case of other professionals from the traditional professions in the
AEC industry, the competencies expected from an IM are not well defined. In the absence of
an educational and training programmes for IMs, a need has arisen to fill this free-for-all
position with a professional from the AEC field. Because of the nature of the role itself, it is
not clear whether the competencies essential for IM are aligned with the competencies
expected of IT experts, that is whether to consider an IM as a specialist in the field of IT.
Hence, the purpose of the research was to identify and outline the competencies expected
from an IM working in BIM-based projects. A mixed research approach including a desk
review, a qualitative informal public opinion study, and expert interviews was carried out to
collect and validate data. The analysis of the data was carried out using NVIVO software.
The findings reveal that the IMs should come from the field of construction. However, an
IM has to demonstrate outstanding performance when dealing with BIM related software,
CDE, and IT which cannot be expected from the professionals currently working in the
AEC industry.
Several further research directions could be identified considering the limitations of the
study. The outcome of the study can be further elaborated by developing a framework to
compare the competencies expected of an IM identified from the current study with the
corresponding sub-tasks expected from IM as defined in other BIM protocols to deter-
mine any major discrepancies between the two. Also, the competencies identified by the
study could be a basis for new educational and training programmes which could be
developed for prospective IMs. The degree programmes have to be designed and struc-
tured based on the competencies required from an IM. These steps will help to produce
information management professionals who will be competent and dedicated to their
tasks. The study findings also reveal the hypothesis that the extent of knowledge required
by an IM in the field of construction is compatible with the extent of knowledge expected
of a QS, which has to be verified through further research and by developing a framework
that will enable construction professionals, especially QSs, to become IMs. It is recom-
mended, therefore, to introduce an educational programme for QSs to fill the gap between
an IM and QS. The programme could be either a set of additional modules included in the
programmes meant for QSs or it can be a diploma/MSc. the programme specifically
intended for QSs and containing modules related to BIM workflows, BIM software, and
IT-related operations.
Limitations of the Study
One major limitation was that the focus of the study was on a profession that was recently
introduced to the AEC industries of other countries, while in Sri Lanka, BIM is yet to be
14 M. R. M. F. ARIYACHANDRA ET AL.
implemented. Hence, the selection of the research methodology faced time constraints, and
the data collection methods had to be determined without strict boundaries. Therefore, the
traditional qualitative approaches such as case studies, interviews had to be discarded as
data collection methods. Another major limitation was that there aren’t any published
journals or conference papers focused specifically on the role of the IM which further
restricts authors to select a desk review as the data collection method. Besides, due to the
numerous interpretations regarding the IM’s role within the BIM environment, the identi-
fication of the role of IM had a diverse behavior. Hence, in this study, IM’s role was limited
to the scope as defined in the CIC BIM protocol.
ORCID
B.A.K.S. Perera http://orcid.org/0000-0002-4542-8890
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16 M. R. M. F. ARIYACHANDRA ET AL.
Appendix A
Resulting competencies extracted for each main task after informal public opinion study and expert
validation
General Management and BIM (A)
Information management expertise, Knowledge of BIM processes, Project management skills (Primavera), Expertise in
upfront, strategic planning techniques, risk management and financial management, Working under pressure,
Prioritization of work, Expertise in BIM workflows, Change and project team management, Research and development
competencies, Expertise in engineering contracts.
Deleted/changed or moved to another category after expert validation: People coordination skills, Leadership skills,
Meeting deadlines, Handling multiple demands, stakeholders, and problems that suddenly arise, Experience in
constructware (AutoCAD, Navisworks Manage, Infraworks 360), Contractual knowledge about BIM-based projects, BIM
protocols, standards, and rules (PAS 1192–2:2013, CIC Outline Scope of Services for the Role of Information Manager).
Added after expert validation: People coordination and leadership skills, Contractual knowledge about BIM-based
projects, BIM Protocols, standards, and rules (PAS 1192–2:2013, CIC Outline Scope of Services for the Role of Information
Manager, RIBA work stage plan).
Construction Technology and BIM (B)
Knowledge about BIM processes and techniques, developing and delivering BIM standards (BS1192/PAS 1192), In-depth
knowledge of BIM delivery processes, Experience in the development and delivery of projects (Integrated Project Delivery
(IPD)), Expertise in construction processes, Awareness of project workflows, Academic and/or industry qualifications
related to Information and Communication Technologies (ICT), Experience in organizing and managing information
systems, Experience in extracting data from CDEs, Design knowledge, and ability to navigate through models and verify
key data, Experience in construction and building construction sequencing, Adaptation of the curricula of BIM-enabled
coordination practices, Experience in handling databases.
Deleted/changed or moved to another category after expert validation: Ability to use BIM software tools to generate
accurate and error-free models, Experience in using software (Revit Structure tool), Experience in using software (Revit),
Working knowledge of multidisciplinary working practices and their interdependencies, Experience in using software
(3D simulation and animations), Demonstrated proficiency in IT, Experience in using the software (Newforma), Excellent
knowledge and understanding of IT, Experience in using the software (Solibri Model Checker, 3D design authoring
software), Extensive knowledge in information management support systems, Proficiency in industry-standard BIM
applications (AutoCAD Civil 3D, Prolog, ArcGIS), Proficiency in coordination software (Synchro PRO, Tekla BIMsight),
Familiarity with building design, construction, and operations.
Communication and Information Exchange (C)
Working knowledge of data/information exchange protocols, Experience with project extranets, and virtual collaboration
technologies.
Deleted/changed or moved to another category after expert validation: High level of professionalism displayed in
dealing with owners and design professionals, Good computer skills including proficiency in software programs (Revit,
Navisworks, AutoCAD, etc.), Experience in using the software (Synchro PRO), Conflict resolution related to Requests for
Information, Experience in using the software (3D design authoring software, Revit plug-in MWF, 3D animations),
Excellent interpersonal, written and spoken communication skills, Influencing skills across the whole company
irrespective of seniority, organizational or contractual boundaries, Excellent presentation skills, preferably in publishing
papers or presenting BIM matters at conferences.
Added after expert validation: Excellent people, written, spoken and communication skills.
Common Data Environment: CDE (D)
Working knowledge of CDE, Theoretical, and practical knowledge of BIM guidelines (PAS 1192–2:2013, CIC Outline Scope of
Services for the Role of Information Manager).
Deleted/changed or moved to another category after expert validation: Experience in using the software (Revit 2014,
CodeBook), Experience in information management systems (IFC, COBie), Knowledge of IT and network infrastructure
principles, Competencies required for maintaining Information and Communication Technology (ICT) systems (ICT
support, hardware maintenance, software troubleshooting).
Information management expertise, Knowledge of BIM processes, Project management skills (Primavera), Expertise in
upfront, strategic planning techniques, risk management and financial management, Working under pressure,
Prioritization of work, Expertise in BIM workflows, Change and project team management, Research and development
competencies, Expertise in engineering contracts.
Deleted/changed or moved to another category after expert validation: People coordination skills, Leadership skills,
Meeting deadlines, Handling multiple demands, stakeholders, and problems that suddenly arise, Experience in
constructware (AutoCAD, Navisworks Manage, Infraworks 360), Contractual knowledge about BIM-based projects, BIM
protocols, standards, and rules (PAS 1192-2:2013, CIC Outline Scope of Services for the Role of Information Manager).
Added after expert validation: People coordination and leadership skills, Contractual knowledge about BIM-based
projects, BIM Protocols, standards, and rules (PAS 1192-2:2013, CIC Outline Scope of Services for the Role of Information
Manager, RIBA work stage plan).
(Continued)
INTERNATIONAL JOURNAL OF CONSTRUCTION EDUCATION AND RESEARCH 17
(Continued).
IT Services (E)
Added after expert validation: Ability and experience in using BIM software tools to generate accurate and error-free
models (Revit, Revit Structure tool, 3D simulation, and animations, Newforma, Solibri Model Checker, 3D design authoring
software, Navisworks, Navisworks Manage, Synchro PRO, Revit plug-in MWF, CodeBook, AutoCAD Civil 3D, Prolog, ArcGIS,
Tekla BIMsight, COBie, Infraworks 360), Expertise in IT and network infrastructure principles
18 M. R. M. F. ARIYACHANDRA ET AL.
