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organizations and project teams. The BIMe Initiative organises all research activities into Knowledge Sets which
are developed through an international Research Network.
The BIMe Initiative is not-for-profit effort supported by BIMe Corporate Services, research grants, in-kind
contributions, and institutional/corporate sponsorship. For more information about commercial offerings
or to become an active sponsor, please contact us . BIM Excellence is based on the published research of
Dr. Bilal Succar and a growing cohort of prestigious international collaborators.
The BIM Maturity Matrix (BIm3) is a Knowledge Tool for identifying the current BIM Maturity of organisation
or Project Team. The BIm³ has two axes - BIM Capability Sets and the BIM Maturity Index. To benefit from
BIm3, it is important to first review the concepts of BIM Capability and BIM Maturity:
BIM Capability refers to the minimum abilities of an organization or team to deliver measurable outcomes.
BIM Capability is measured through BIM Stages separated by BIM Steps (see image below). The BIM Stages
model is further explained in Post 3 on the BIM Framework Blog:
BIM Maturity refers to the gradual and continual improvement in quality, repeatability and predictability
within available BIM Capability. BIM Maturity is measured through the BIM Maturity Index which has five
levels (see image below). The BIM Maturity Index is further explained in Post 10 on the BIM Framework Blog.
For a detailed comparison of BIM Capability and BIM Maturity, please refer to BIM ThinkSpace Episode 11
and the Point of Adoption video on the BIM Framework Channel.
This BIM Maturity Matrix is based on peer-reviewed research. For more information, please refer to;
Succar, B. (2009). Building information modelling framework: a research and
delivery foundation for industry stakeholders. Automation in Construction,
18(3), 357-375. http://bit.ly/BIMPaperA2
Succar, B. (2010). Building Information Modelling maturity matrix. In J.
Underwood & U. Isikdag (Eds.), Handbook of research on Building
Information Modelling and construction informatics: concepts and
technologies (pp. 65-103): Information Science Reference, IGI
Publishing. http://bit.ly/BIMPaperA3
Succar, B., Sher, W., & Williams, A. (2012). Measuring BIM performance: five metrics. Architectural
Engineering and Design Management, 8(2), 120-142. http://bit.ly/BIMPaperA5
The BIM Maturity Matrix is intended for low-detail organisational self-assessment (Organisational
Discovery, Granularity Level 1). For best results, please follow the below recommended steps:
Identify the best person to lead the assessment effort – someone with significant experience in BIM
tools, workflows and protocols and sufficient insight into the organisation’ systems and culture.
Conduct this assessment as a group activity – for example: a workshop with 3-8 individuals
representing different roles, disciplines and seniority levels.
Set aside 60-90 minutes to complete the self-assessment exercise and its follow-up discussions.
For each Capability Set (e.g. Software), read the full row within the Matrix before selecting the cell
that best describes the organisation’s current BIM maturity level.
Either use the recommended scores (10-40) or - for more granular assessment - use colours to
highlight what has been achieved to date. For example, use Colour A if the maturity described within
the cell has not been achieved at the time of assessment; Colour B if maturity has been partially
achieved; and Colour C if the described maturity has been fully achieved.
Maturity is progressive – no score or colour should be applied to a cell if the cell preceding it (to its
left) has partial or no maturity.
Avoid calculating total scores (per column or per row) as these totals are misleading.
Discuss the results to identify the best steps to improve the organisation’s performance. When
discussing improvement, aim for overall enhancements rather than excellence in a single area.
Repeat the self-assessment every 6-12 months to establish whether improvements have been
achieved or a different approach is required.
Disclaimer: based on 5 years of testing and refinement, the above process will yield accurate and
repeatable results. However, ChangeAgents cannot be held responsible for how scores are attributed and
results interpreted. If you require professional assistance, please contact us for a complementary advice.
a b c d e
Key Maturity Areas at INITIAL DEFINED MANAGED INTEGRATED OPTIMIZED
Granularity level 1 (score 0) (max score 10) (max score 20) (max score 30) (max score 40)
Software: Usage of software applications Software usage/introduction is Software selection and usage Software selection and Selection/use of software tools
applications, is unmonitored and unified within an organisation or is controlled and managed deployment follows strategic is continuously revisited to
deliverables and unregulated. 3D Models are project teams (multiple according to defined objectives, not just operational enhance productivity and align
relied on to mainly generate organisations). 3D Models are deliverables. Models are the requirements. Modelling with strategic objectives.
data
accurate 2D relied upon to generate 2D as basis for 3D views, 2D deliverables are well Modelling deliverables are
representations/deliverables. well as 3D deliverables. Data representations, quantification, synchronised across projects cyclically being revised/
Data usage, storage and usage, storage and exchange specification and analytical and tightly integrated with optimised to benefit from new
TECHNOLOGY ba se d on Ca pa bi lit y S et v5
exchanges are not defined are well defined within studies. Data usage, storage business processes. software functionalities and
within organisations or project organisations and project and exchanges are monitored Interoperable data usage, available extensions. All
teams. Exchanges suffer from a teams. Interoperable data and controlled. Data flow is storage and exchange are matters related to
severe lack of interoperability. exchanges are defined and documented and well- regulated and performed as interoperable data usage
prioritised. managed. Interoperable data part of an overall organisational storage and exchange are
BIM CAPABILITY SETS
delivery. to suit trainees and to reach objectives. Training mediums continuous learning.
learning objectives in a cost- are incorporated into
effective manner. knowledge and communication
channels.
score score score score score
Regulatory: codes, There are no BIM guidelines, Basic BIM guidelines are Detailed BIM guidelines are BIM guidelines are integrated BIM guidelines are
regulations, documentation protocols or available (ex: training manual available (training, standards, into overall policies and continuously and proactively
standards, modelling standards. There is and BIM delivery standards). workflow, exceptions...). business strategies. BIM refined to reflect lessons
an absence of documentation Modelling and documentation Modelling, representation, standards and performance learned and industry best
classifications,
and modelling standards. There standards are well defined quantification, specifications benchmarks are incorporated practices. Quality improvement
guidelines and is informal or no quality control according to market-accepted and analytical properties of 3D into quality management and and adherence to regulations
benchmarks plans; neither for 3D models standards. Quality targets and models are managed through performance improvement and codes are continuously
nor for documentation. There performance benchmarks are detailed modelling standards systems. aligned and refined.
are no performance set. and quality plans. Performance Benchmarks are repetitively
benchmarks for processes, against benchmarks is tightly revisited to insure highest
products or services. monitored and controlled. possible quality in processes,
products and services.
score score score score score
Contractual: Dependence on pre-BIM BIM requirements are There is a mechanism to Organisation are aligned Responsibilities, risks and
responsibilities, contractual arrangements. recognised. “Statements manage shared BIM intellectual through trust and mutual rewards are continuously
rewards and risk Risks related to model-based defining the responsibility of property, confidentiality, liability dependency beyond revisited and realigned to
collaboration are not each stakeholder regarding and a system for BIM conflict contractual barriers. effort. Contractual models are
allocations
recognised or are ignored. information management” are resolution. modified to achieve best
now available. practices and highest value for
all stakeholders.
score score score score score
Object-based Implementation of an object- Pilot projects are concluded. BIM processes and policies are BIM technologies, processes BIM technologies, processes
based tool. No process or BIM process and policy instigated, standardised and and policies are integrated into and policies are continuously
STAGE 1
Modelling: single-
disciplinary use policy changes identified to requirements are identified. controlled. organisational strategies and revisited to benefit from
accompany this Implementation strategy and aligned with business innovation and achieve higher
within a Project
implementation detailed plans are prepared. objectives. performance targets.
Lifecycle phase
score score score score score
a b c d e
Key Maturity Areas at INITIAL DEFINED MANAGED INTEGRATED OPTIMIZED
Granularity level 1 (score 0) (max score 10) (max score 20) (max score 30) (max score 40)
Modelling-based Ad-hoc BIM collaboration; in- Single-thread, well-defined yet Multi-thread proactive Multi-thread collaboration Multi-thread team included all
Collaboration: multi- house collaboration capabilities reactive BIM collaboration. collaboration; protocols are includes downstream players. key players in an environment
STAGE 2
disciplinary, fast- incompatible with project There are identifiable signs of well documented and This is characterised by the characterised by goodwill, trust
partners. Trust and respect mutual trust and respect managed. There are mutual involvement of key participants and respect.
tracked interchange
between project participants among project participants. trust, respect and sharing of during projects’ early lifecycle
of models may be lacking. risks and rewards among phases.
project participants.
score score score score score
Network-based Integrated models are Integrated models are Integrated models (or parts of) Integrated models are Integration of models and
Integration: generated by a limited set of generated by a large subset of are generated and managed by generated and managed by all workflows are continuously
concurrent project stakeholders - possibly project stakeholders. most project stakeholders. key project stakeholders. revisited and optimised. New
behind corporate firewalls. Integration follows predefined Responsibilities are clear within Network-based integration is efficiencies, deliverables and
interdisciplinary
STAGE 3
Integration occurs with little or process guides, standards and temporary project alliances or the norm and focus is no longer alignments are actively
interchange of nD no pre-defined process guides, interchange protocols. longer-term partnerships. Risks on how to integrate models/ pursued by a tightly-knit
models across standards or interchange Responsibilities are distributed and rewards are actively workflows but on proactively interdisciplinary project team.
Project Lifecycle protocols. There is no formal and risks are mitigated through managed and distributed. detecting and resolving Integrated models are
Phases resolution of stakeholders’ contractual means. technology, process and policy contributed to by many
roles and responsibilities. misalignments. stakeholders along the
construction supply chain.
score score score score score
Organisations: BIM leadership is non-existent; BIM leadership is formalised; Pre-defined BIM roles BIM roles are integrated into BIM leadership continuously
MICRO
dynamics and BIM implementation depends on different roles within the complement each other in organisation’s leadership mutates to allow for new
deliverables technology champions. implementation process are managing the implementation structures. technologies, processes and
defined. process. deliverables.
score score score score score
Project Teams: Each project is run Stakeholders think beyond a Collaboration between multiple Collaborative projects are Collaborative projects are
independently. There is no single project. Collaboration organisations over several undertaken by inter-disciplinary undertaken by self-optimising
ORG SCALE
(multiple
agreement between protocols between project projects is managed through organisations or interdisciplinary project teams
MESO
organisations): inter-
stakeholders to collaborate stakeholders are defined and temporary alliances between multidisciplinary project teams; which include most
organisational
beyond their current common documented. stakeholders. an alliance of many key stakeholders.
dynamics and BIM project. stakeholders.
deliverables score score score score score
Markets: dynamics Very few supplier-generated Supplier-generated BIM BIM Components are available Access to component Dynamic, multi-way generation
and BIM deliverables BIM components (virtual components are increasingly through highly repositories are integrated into and interchange of BIM
products and materials available as manufactures/ accessible/searchable central BIM software. Components are components (virtual products
MACRO
Permission is hereby granted to anyone who wishes to use this document for self-assessment, research,
education and similar non-commercial activities under a Creative Commons Attribution-Non Commercial-
Share Alike 3.0 Unported License (more info). Individuals or organisation who wish to use this document or
any of its contents to assess others or to offer any kind of services will need to obtain a license from
ChangeAgents AEC. For more information, please contact info@changeagent.com.au.
If you found this document beneficial and would like to contribute to the BIMe Initiative, please contact
Bilal Succar (bsuccar@changeagents.com.au | +61 412 556 671). You can also follow the BIMe Initiative’s
news and document releases on Twitter (@bimexcellence), Facebook, Google+ and LinkedIn; thank you.
…