Paper and Presentation: A Case Study Analysis of Group Member Interactions during BIM Adoption in the Spain Infrastructure Sector
Abstract: The transport sector accounts for a large share of global CO2 emissions. To mitigate the impact of climate change, several sustainability-oriented large-scale infrastructure projects have recently been on the policy agenda such as electric road systems and expanding rail systems. A parallel development that is expected to accelerate the transition of the transport sector is digitalization. Although ongoing for many decades, these initiatives have recently been augmented by virtual concepts such as artificial intelligence (AI) and smart city technologies. The integration of these digitalization tools at the organizational level poses both opportunities and challenges for the actors involved in infrastructure projects. An approach that is currently promoted in the infrastructure sector is Building Information Modeling (BIM). BIM supports decision-making that leverages various digitalization tools and applications. Although the economic implications of BIM are widely discussed in the literature, the inter-organizational dynamics involving multiple actors in infrastructure projects are not fully grasped. Large infrastructure projects are sociotechnical endeavors embedded in complex institutional frames. The institutional norms, practices, and logics in them are significant. Responding to this scenario, the study conducted an institutional analysis putting the BIM approach in the inter-organizational context in infrastructure delivery. The presentation / paper, based on empirical data drawn from three organizations in infrastructure delivery in Spain, will share the analysis of the tensions among the key actors during BIM adoption and implementation.
Presentation participants will gain 1) an understanding of BIM as a decision support tool for infrastructure programs within an inter-organizational context, 2) insights from Spain infrastructure delivery scenarios [case studies] applicable to other national scenarios, and 3) an exposure to the multi-attribute decision making process addressing the PEESTLE factors – political, energy/environmental, ethical, social, technical, legal and economic.
PMI Talent Triangle: Strategic and Business Management
Biography: William A. Moylan, PhD, PMP, FESD, DTM, is a Professor Emeritus with Eastern Michigan University – College of Engineering & Technology. He has extensive professional experience in all aspects of program and project management, including over eleven years internationally with the Saudi Arabian American Oil Co, and since 1983, has been involved in implementing information technology. He has degrees from Lawrence Technological University, Massachusetts Institute of Technology, and Capella University. He is s active in a variety of professional societies and civic activities including American Society of Civil Engineers, Engineering Society of Detroit, Project Management Institute, Habitat for Humanity, and Toastmasters International.