Building information Modelling (BIM) potentially triggers fairly radical revolution in architectural, engineering, estimating, construction and facilities management (AEECFM) organizations. Several studies have shown that fragmented processes in conventional construction systems often render construction processes and project performance vulnerable. As BIM is being slowly adopted, various industry practices that hold stakes in integrated systems require process models to help simplify issues around multi-disciplinary deployment of BIM. They also need to develop appropriate skills and strategies, including new marketing· and administrative stratagems, to service intensive collaboration and other ethos of BIM. These are some of the inevitable changes to which organizations must respond in the course of adopting and deploying BIM. To examine organizational response to those process changes as promised in BIM, different organization profiles are explored according to their functional structures, namely: (1) matrix (2) networks (3) functional (4) divisional. Data were collected from 8 quantity surveying firms in Australia through focus group discussions.Some interesting discoveries were made and reported on the industry's reactions to BIM adoption. This study confirms the nature and direction of potential change that BIM triggers, while conclusions are drawn on how organizations that conform to the different structural models listed above can simplify BIM adoption.
AEC 2010: 6th International Conference on Innovation in Architecture, Engineering and Construction, Proceedings of the 6th international Conference on Innovation in Architecture, Engineering & Construction (AEC) (Pennsylvania State University, US 09-11 June, 2010) p. 324-336