In recent years, the development of BIM in China has surged, taking root and spreading rapidly across the industry. While the achievements are encouraging, some shortcomings remain. Today, the BIM Architecture Training Network editor will discuss the current immaturity of BIM in China.
1. Lack of Dynamic Control and Management Philosophy
Traditionally, the domestic engineering construction industry has focused heavily on planning but neglected process tracking and continuous improvement in project management, including progress, cost, and quality control. This reflects a lack of dynamic management concepts. For example, when the globally recognized project scheduling software P3 was introduced in China years ago, initial enthusiasm quickly faded due to difficulties in ensuring the accuracy and timeliness of progress and resource allocation data.
Similarly, BIM, as an emerging technology, faces comparable challenges. Many organizations use BIM primarily as a 3D visualization tool, overlooking its broader capabilities. Designers and consulting agencies often create highly accurate and detailed models from early design phases to initial construction drawings, which can support various levels of analysis and almost directly serve construction drawing production. However, dynamic management aspects such as engineering change control during construction, real-time project information collection and tracking, and updating and maintaining model data are largely neglected. This disconnect deviates from BIM’s original service concept.
Dynamic engineering information, including change orders, is a major factor affecting project quality and schedule delays. Therefore, relying on BIM technology to provide comprehensive information consulting services that meet project goals and process control requirements for all stakeholders is not only a necessity for construction companies and supervisors but also a market demand.
2. BIM Demands Skilled Practitioners
BIM professionals must possess not only solid IT skills and proficiency with BIM software but also relevant engineering expertise and a keen understanding of industry trends. Without IT proficiency, BIM consulting work is impossible; lacking professional engineering knowledge, BIM risks being reduced to mere visualization, diminishing its market value and service level.
Currently, the general IT and CAD proficiency among employees in domestic engineering and construction companies, especially during project implementation, remains low. This gap is a significant obstacle to modernization and informatization in China’s construction sector. Establishing BIM consulting teams with diverse professional backgrounds aligns with market demands and the trend towards specialized labor division.
3. High Initial Project Workload
Similar to how 80% of decisions impacting building energy efficiency occur during early design stages, BIM applications like analysis and simulation are increasingly focused on early design phases. The accuracy and timeliness of simulation results directly depend on the quality of information embedded in the BIM model.
Creating an information model suitable for multi-dimensional integrated project management requires extensive original technical data, such as technical agreements and manufacturer drawings. However, intellectual property and confidentiality constraints often limit access to key data. Consequently, neither designers’ nor builders’ BIM models can fully extend to all phases due to contractual restrictions.
Therefore, BIM consulting should act as an independent service provider for construction parties, distinct from design, construction, suppliers, and property management. Integrated project delivery methods like EPC and IPD tend to yield the best outcomes under this model.
4. Inconsistent Data Formats
Market competition and technical barriers among software vendors result in BIM models and data often requiring extensive manual adjustments before analysis. This process is cumbersome, time-consuming, and limits flexible application across project stages.
If the technical standards of upstream BIM models do not meet downstream application requirements, modifications lead to repetitive work. Additionally, analysis feedback rarely updates the original model, reducing BIM interoperability. While designers’ BIM improves design quality, it may not fully support construction management needs.
Thus, third-party BIM consulting agencies, through project experience and training, strive to understand client needs, analyze BIM application features, and study differences and commonalities across BIM tools. They continuously develop technical standards and process guidelines that suit most engineering projects.
5. Lack of Network Communication Guarantees
BIM consulting is a synthesis of 3D graphics technology, network communication, and e-commerce. Construction’s dynamic and fluid nature, coupled with complex processes and variable environments, leads to temporary project teams. For construction engineers, BIM is often limited by on-site network conditions, resulting in accuracy and timeliness challenges.
Even methods like EPC and IPD, designed to address clear division of labor between design and construction, are hampered without BIM consulting support. Integrating BIM with these approaches is essential to effectively overcome industry challenges.
6. Absence of Identity Authentication Systems
BIM consulting supports the entire project lifecycle, assisting design, construction, and improving communication and coordination among all parties. It clarifies task divisions and responsibilities within project structures, enhancing control toward project goals.
This requires identity authentication and permission management among BIM collaborators. Currently, except for the banking sector, China lacks a comprehensive and legally effective electronic identity authentication and authorization system in this field. Like BIM development itself, establishing such systems is a large-scale, multifaceted effort that cannot be achieved overnight.
Drawing on successful precedents, interim solutions include organizational measures such as establishing dedicated BIM liaison offices within each participating unit and contractual measures such as supplementary agreements to clarify authority and responsibilities.
That concludes today’s discussion on the immaturity of BIM in China. Despite the challenges, with strong support and promotion from enterprises and the government, these issues are expected to be resolved effectively.
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