BUSINESS MODEL FOR BIM BASED SERVICES

Islam Mazen, MSc. Candidate, [email protected]

Tamer El-Diraby, Associate Professor, [email protected]
Department of Civil Engineering, University of Toronto, Toronto, Canada

ABSTRACT:
Building information modeling (BIM) has emerged as a new construction technology that has a positive impact
on improving the construction industry. The adoption of BIM in the construction industry is still slow within the
construction firms. Some companies have successfully implemented BIM; however, they believe they can get
more value if the process is well coordinated among the stakeholders. Other companies fail to start the process
because of the high amount of required investments, training and organizational barriers. This gap between the
need for BIM services and the ability of companies to implement them in their business processes created a
business opportunity for selling BIM services to the clients. This paper proposes a business model for selling BIM
design services to different customer segments that requires assistance in BIM implementation. The business
model acts as a roadmap for companies to sell BIM design services.

Keywords: business models, building information modeling, cloud BIM, BIM services, BIM implementation,
BIM barriers

1. INTRODUCTION
Building information modeling (BIM) has emerged, lately, into the world of construction as a new design tool that
goes beyond the graphical presentation of the building to enhance the general design and construction processes.
BIM is a process-based system, and a culture, to exploit the use of virtualization to model all aspects of facilities
during the design phases; it allows users to fully and truly construct a building virtually, and in detail, before it is
built. BIM models cover physical aspects of the building as well as softer issues (such as costs, schedules, energy
consumption, constructability, and supply chain coordination). A survey by Autodesk (2010) software company
showed that the application of BIM tools has more than a 60% return on investment (ROI); moreover, many
architectural firms reported an ROI of more than 100% .
The implementation of BIM in the construction industry has not matured enough. Although BIM technology
has been around for several years, the adaptation by different stakeholders in the construction industry is still slow.
This slow adaptation is due to the challenging steps required by construction companies to adopt BIM into their
design and construction activities. Construction companies needs to substantially change their traditional methods
through applying new processes and investing more money in their technological and organizational structure.
Many companies lack the capability of using BIM in their projects and seek help from external consultants to
assist them in exploiting BIM added value (Becerik and Rice, 2010). Some other companies already started using
BIM in their projects; however, they believe that they are not getting the most value out of BIM, as they mainly
use it for its visualization capabilities. These companies believe that there is more value that could be exploited
from their building information models (Young Jr. et al., 2009).
The market need for BIM consultancy created a business opportunity for selling BIM services to clients. This
rendered a chance of creating a business model (BM) that is based on offering BIM services to the client which
fills the gap between BIM implementation challenges and its market demand. A business model is defined as a
map of how a company does its business; it identifies the main aspects composing any business such as financial

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 545
streams, customer segments, logistics and added value to the customers. Osterwalder and Pignuer (2010)
developed a user friendly canvas containing the 9 main building blocks of the business model that acts like a
roadmap for conducting businesses. In this paper, we propose a BM for BIMing the clients’ traditional designs
and providing them with the added values from BIM without those companies worrying about the required
infrastructure, organizational change or additional costs. This BM is presented in the framework developed by
Osterwalder and Pignuer (2010). The proposed BM will recommend a business approach and framework to sell
BIM services to the client through developing the 9 building blocks of the business model.

2. LITERATURE REVIEW

2.1 Building Information Modeling:

The building information model is a computer-based model that contains information about a building; this
information is sufficient to make the entire project’s life cycle processes more operational and efficient (McAdam,
2010). BIM is not only a static model that contains information about a project’s components, but also provides
dynamic decision making information and wisdom to the project’s stakeholders (Lu and Li, 2011). The BIM
model contains different building factors including: building geometry; spatial relationships; geographic
information; objects parameters; and attributes of different building components. BIM represents a move toward
integrative project delivery where all aspects of construction management are connected together, providing an
interoperable project environment.
The proliferation of Building Information Modeling (BIM) and other IT-based systems in the AEC industry is
changing the landscape of design and project management services and is encouraging people to move from
CAD-based systems to BIM platforms (Dell, BD+C, 2011). BIM does not only represent a 3D visualization of the
building, but also identifies the parameters and characteristics of each building element through encapsulating the
non-physical parameters (Words and Images, 2009). BIM offers multi-dimensional building models that include
construction methods, construction costs, energy profiles, installations schedules, compliance with design codes
and even installation or operational instructions. Designers can simulate and examine a variety of building
systems and construction methods (such as structural design, HVAC, plumbing, electrical and the project
management process), virtually, before real implementation. BIM enables the designer to develop accurate bills of
materials, monitor schedules, study mismatches, discover inefficiencies and detect design clashes.
Each element in BIM is a model by itself that represents a variety of parameters and characteristics. The
objects within a model are linked together through rules and dependencies that can help understand how the
whole model interacts together. BIM created an opportunity of getting use of nD CAD which includes several
dimensions for the building model including cost, schedule, energy and construction methods. The more
information and parameters the user inputs into BIM, the more dimensions they can have. For example, once the
parameters of the building elements are added, the user can add structural analysis as a dimension to the model
(including analysis of stability and code compliance); and once the energy profile of each element is imported, the
user can study and optimize the energy performance of the facility.
In addition to the tangible added value from BIM, BIM enhances the collaboration and interoperability of the
design and management which reduces the conflicts between different stakeholders and, accordingly, reduces the
projects’ costs. BIM enhances the overall efficiency of the design where the dimensions added for the cost and
energy could be used to analyze the projects’ cost and energy efficiency. This analysis leads to projects which are
more efficient economically and environmentally. BIM enhances the whole design process by offering added
value services.
The application of BIM in the construction industry is still being adopted slowly due to many different
barriers challenging its adoption. Some companies have successfully added BIM to their business processes;
however, they are not fully exploiting its value. A survey showed that 93% of BIM users believe they could gain
more value out of BIM if the process was better coordinated and leveraged among different project stakeholders
(Liu et al., 2010). In order for BIM to be fully beneficial to the construction industry, it has to be fully adopted
and coordinated among different project stakeholders. Some other companies did not approach implementing

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 546
BIM as a new tool to their design activities due to many reasons including extra costs, trainings and internal
resistance to change (Becerik and Pollalis, 2006) .
The implementation of BIM as a new technology is costly. Firms have to invest more money in the
technology (software and hardware); moreover, more money needs to be spent on training, developing expertise
and developing the required standards and tools for BIM implementation (Dell, BD+C, 2011). BIM, like any
other new technology, follows a learning curve; this means that the applying company will not be able to get the
whole benefit out of BIM until the designers and engineers master the tools and are able to fully exploit its value
(Words and Images, 2009). Companies sometimes resist this long term change and prefer to stick to traditional
methods of design like CAD. This resistance is considered to be a big obstacle to implementing BIM. A survey
showed that 62% of the respondents believe that their current design tools have more value than BIM (Young Jr.
et al., 2009).
Contactors and owners get the most benefits out of the added value of BIM. A survey showed that
contractors get around 72% ROI for their BIM investments compared to owners whom earn around 70% ROI for
their BIM investments (Young Jr. et al., 2009). Contractors and owners get the most benefits from BIM; however,
it is not fully adopted by many contractors and owners. On the other hand architectural firms were the highest to
implement BIM in their projects (Dell, BD+C, 2011). This shows that contractors and owners need assistance
when it comes to implementing BIM into their projects (Becerik and Rice, 2010).

2.2 Business Models:

Business models have emerged to the business markets as a powerful tool that assists companies with inventing
and organizing their operations and business processes. A business model is simply a map that defines the value,
operations and financials of a business. Analysis of business models emerged lately as one of the most powerful
tools for an organization to design or reinvent itself. This is mainly due to the increased penetration of information
technology in today’s business and the spread of trans-national business ventures. A survey done by IBM showed
that 70% of CEOs emphasized the importance of integrating technology and business strategies, those CEOs
focus 30 % of their innovation efforts on developing their business models(IBM, 2006). The main purpose of
developing business models is to formulate a vision and approach for companies to invent their value proposition
and their offerings to customers along with needed key resources and pricing structures.
The business model, as a concept, is defined in a variety of ways in the literature. Timmers (1998) defined a
business model as the architecture of the provided physical or intellectual product, including the description of all
aspects required for business operations in addition to the financial payments or gains from this product or service.
In addition to these elements, Weill and Vitale (2002) added that a business model should include the description
of the relationships between the firm’s customers and partners. Other authors defined the business model as a tool
that exploits additional values proposed by the business and how these values can be integrated within the current
firm’s strategy. Such exploitation happens through managing the content and structure of the business model
(Linder and Cantrell, 2000; Rappa, 2000). Osterwalder and Pigneur (2002) defined the business model from
another perspective; they regarded it as the missing link between a company’s strategy and implementation
processes. Thus, they defined the business model as a blueprint of how a company does its business. Mahadevan
(2000) proposed that business models are a combination of three main streams: a value stream that defines the
proposition offered to customers; the revenue stream that defines the revenue generation scheme; and, finally, the
logistical stream that relates to the design of the supply chain to serve the business. Most of the authors related the
idea of business models to internet business; while Osterwalder and Pigneur (2002) and Lai (2006) proposed
business models applicable to any business type, whether they are internet-based or otherwise.
Osterwalder and Pigneur (2002) emphasized that a business model’s strength is its way of representation, how
it tells a story about the business and integrating all the elements together in one simple model. They proposed
that the business model is based on four pillars: products and services; the infrastructure of activities; the
relationship capital with the customers; and the financial aspects. Later, Osterwalder and Pigneur (2010) re-
developed their four pillars model into 9 basic elements that identify the business model. Those elements are:
value proposition; customer target; distribution channels; customer relationships; value configuration; core
competency; partnerships; cost structure; and revenue model. For more information about the elements of the

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 547
Osterwalder and Pignuer business model and its composition, please refer to Osterwalder and Pignuer, 2010. In
the next figure, the business model canvas is presented in addition to the definition for each of the nine elements.

Figure 1: Osterwalder and Pignuer (2010) Business Model Canvas

3. RESEARCH OBJECTIVES:
The literature survey on the emergence of BIM in the construction market showed a gap between construction
stakeholders’ demand for BIM services and their ability to supply efficient BIM services. This created a new
business opportunity for selling BIM services to clients’. The business model approach proved to be an effective
business methodology to design or implement a new business or service. In this research, a business model for
offering BIM services to the client will be developed. This business model depends on converting traditional
designs to BIM based designs where the added value of BIM could be exploited without the customer having to
worry about additional costs, organizational changes or trainings. The aim of this research paper is to create a
business model for offering BIM services to the clients that could assist them to improve their designs and
generate more business opportunities.

4. PROPOSED BUSINESS MODEL:

This business model offers specialized and value-added design services to customers. For example, many small
design firms do not have the ability to BIM their design; a consultant can offer the service of transferring non-
BIM (or even 2D) designs into BIM-compliant designs. BIM-based designs are, by nature, multi-stakeholder
which complicates the management of design processes and data flow. There is an opportunity for offering
services to manage the flow of data and design changes in such a complex environment. BIM models could also
be used to optimize designs through checking for errors or mismatches and enhancing the whole design to be
more efficient. The design could also be cross-referenced and linked with best practices which would guarantee
more efficiency and optimized designs for the client.
However, more importantly, owners now require a multitude of new features in design such as LEED analysis
and value engineering assessment. Receiving a BIM-based design file from a small consultant, a large consultant,
or a specialized consultant can develop and use a set of algorithms to study the optimality of that design, its
compliance with different code, or tailor the model to enhance its LEED or energy credentials. In summary, the
model offers tailored BIM design services to the customer through coordinating, optimizing and certifying the
design process.

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 548
 Figure 2: BIM Services Business Model Canvas

4.1 Customer Segments:

The proposed customer segments are traditional design offices, owners and contractors.
Traditional design offices seek assistance to optimize and improve their proposed designs or to add smart
solutions enabled by the new design and management techniques. Some of the traditional design offices are not
mature enough with using BIM tools and capabilities; as a result, they will seek assistance from other firms to
convert traditional designs into BIM designs. Designers play a key role in construction projects since they are
responsible for proposing a constructible, clear design that satisfies the client and is understood by the contractor.
Designers are sometimes asked to produce a BIM design for their project; however, they might not have this kind
of expertise, the services offered by this model enables them to have BIM expertise without having the in-house
required capabilities. The proposed services guarantee that the design office can earn the business opportunity and
satisfy the clients’ requirements.
Owners are even less mature when it comes to BIM implementation; accordingly, they will seek expert
assistance to coordinate their BIM designs. Owners want to monitor their projects and ensure that their
requirements are properly projected to their projects. This business model assists owners to monitor the progress
of their projects through offering accessibility to BIM project models that enable user-friendly monitoring of the
design and management activities. The model also enables the owner to implement their ideas or changes into the
design which reduces conflicts and saves time and money through enhancing collaboration between different
stakeholders.
Contractors are profit oriented entities who seek revenue generation from their projects; as a result, they are
always seeking help to extend their business scope, get more projects and seek innovative tools that could assist
them in developing the required outcome with the lowest cost and highest quality. Contractors deal with many
complex designs and construction activities as well as a huge amount of cash flow which lead to their slow
adoption of BIM compared to other construction stakeholder due to their resistance to change. Contractors are a
potential customer for BIM based services which will give them the advantage of improving their operations and
qualify them for more business opportunities where BIM is a client requirement.

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 549
 4.2 Customer Relationships:
Customer relationships are the channel through which the firm offers its BMs to the clients. The success of any
project is highly dependent on the success of the interaction between the service provider and the client.
The first customer relationship scheme is case by case analysis. The BM provider has to assess the client and the
project situation and, accordingly, form a relationship scheme and a contractual agreement that fulfills the client’s
and the project’s requirements. This scheme is important due to the dynamic nature of the client and customer
segments which require the BM providers to tailor their relationship schemes according to the customer and job
requirements.
The second customer relationship scheme depends on maintaining a long-term strong relationship with the
clients to ensure the generation of future business opportunities. The proposed BMs depend on offering
continuous services to the client which requires a long term agreement between the client and the service provider.
Trust and credibility between the BM provider and client are key factors in maintaining good relationships. The
BM providers should ensure that they will be on the client’s list for the next project.
Additional relationship schemes are required to ensure satisfactory services to the client and an interactive
customer experience. The main purpose of the proposed BM is to sell BIM added value design services to the
client. It is essential to keep the client engaged throughout the project’s entire life cycle. The interaction could be
online using electronic platforms and a collaborative environment or through traditional face-to-face means. The
client’s involvement at different stages of the BM guarantees the model’s success. The online customer
relationship involves offering the customer online self-service tools that enable the client to manage the offered
services through accessing an online platform. The self-service tools provided to the client will be fulfilling their
needs of checking or modifying the design whenever they need.

4.3 Channels:
BM channels constitute the tools that the BM provider uses in order to reach the customer segments. Knowledge
is the main asset delivered to the customer in the proposed BMs, and its efficient and convenient delivery to the
clients is the key to the models’ success. These channels may include the traditional face-to-face mode or even the
e-business mode. Information and relationships generated from such traditional channels may support or integrate
with cloud generated delivery channels. Additional online channels, including web 2.0 tools and social networks,
are important to enhance collaboration and communication between different parties.
Cloud BIM is an important channel for BIM based services. The connection between different stakeholders of
a project is a success factor for any project. Cloud BIM offers an interactive platform over the cloud which is
accessible by different project stakeholders. It offers on demand services to the project’s stakeholders independent
of their IT capabilities or infrastructure. Cloud BIM enhances the collaboration and interoperability between a
project’s parties. It also ensures that different project stakeholders can communicate and deliver their comments,
changes and modifications to the other parties in an easy and convenient way thereby reducing rework and
conflicts.

4.4 Value Proposition:

The BIM design services BM provides the client with integrative design solutions that offer optimized and
efficient designs in addition to innovative design tools through exploiting the value of BIM.
At the most generic/basic level, providers of this BM can claim three core values:
 Cost savings: The first value provided by this BM is the total cost savings to the customer. The model en-
sures cost savings through enhancing the collaboration and interoperability of the entire design process,
thus reducing conflicts. It also offers the client integrative design solutions and optimization processes
that guarantee the required outcome with the least costs.
 Efficiency gains: This BM enhances the efficiency of the customer’s design. The model works on opti-
mizing the designs to be more efficient in many aspects including cost efficiency and energy efficiency.
The main objective is creating efficient designs customized for the customer requirements and needs.

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 550
  Advanced design systems: This BM offers its customers added value through proposing advanced design
systems that improve the whole design efficiency and cost. The model applies innovative design tools
and methods to improve and enhance the proposed designs.
The main values generated above are a result of secondary values delivered to the customer that are more tangible.
 BIM added value services: The business model will offer the client BIM tools that will enhance the
whole project management process. BIM enables good collaboration between different project stake-
holders which will lead to reduced time and costs for projects. BIM offers the client many enhancements
to the project’s design and project management. It is a parametric design tool that adds scheduling and
cost dimensions to the 3D model of the building which makes monitoring and controlling the project eas-
ier and more efficient. BIM enables early clash detection between different aspects of the design, includ-
ing structural, electrical and mechanical, therefore reducing the possibility of design errors and conflicts.
 Knowledge based design: This BM depends on knowledge as its main asset. The model provides the cli-
ent with improved designs dependent on the engineering knowledge and design analytics which provide
the client with added value information and wisdom about their designs. Knowledge-based design en-
hances the design efficiency and reduces costs.
 Optimization: Value engineering and design optimization have a great impact on construction projects.
This BM will offer optimization services to different construction designs in order to ensure that the de-
signs are designed with the required quality and could be constructed in the least amount of time and
with the least cost. This will offer the clients more value from their projects by guaranteeing cost and
time savings without sacrificing the quality.
 Trust and reliability: This BM will guarantee the constructability and efficiency of the design through
implementing design code checks and best practices. This will offer the client trust as a value where they
will be assured that the designs are efficient and good enough to be executed. The certification process
will also release the client from carrying full responsibility for his construction designs as the certifier
will carry shared responsibility as a reviewer of the designs.

4.5 Revenue Streams:

Revenue streams are the way that this BM will generate profits to services provider.
The first payment method proposed is pay per task where the customer pays a certain agreed upon amount of
money for a previously identified scope of work. This payment model is suitable for the proposed services since
the offered services involve projects with a certain start and end; therefore, it is reasonable to have a pay per
project scheme as a payment method.
The second proposed payment scheme is a usage fee. In this scheme, the client will pay per use of the service
provided. The more the customer uses the service, the more money they pay. This revenue stream is suitable for
Cloud BIM since the main value of the cloud is to offer on-demand services to the client where the services can
be scaled up or down according to the exact need of the customer. The client will be assigned a certain amount per
unit of work finished and, governing with the complexity and the size of the project, the service provider will get
compensated for the time spent on the project.
The last proposed payment scheme is a subscription fee. The client subscribes for the services and pays
continuously per a certain period of time for the services they acquire. This payment model is suitable for long
term relationship between the service provider and the client. The proposing office could enter into a joint venture
with the client where the client outsources all his BIM, certification and optimization projects to the firm with
paying a monthly, semiannual or annual subscription for the services acquired

4.6 Key Activities:

This BM depends on three main activities that ensure the generation of the value proposition and delivering it to
the customer.
 Engineering technical tasks: It is the core activities that provide the client with all of the engineering
technical activities required for optimizing and improving the proposed designs. The technical tasks in-
clude BIM management, which is transforming all designs into BIM format to enable BIM capabilities

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 551
 such as 3D graphical modeling, information management, parametric modeling, time and cost simula-
tions, and project monitoring. The technical activities also include the design certification and optimiza-
tion process which involves cross-referencing the designs with building codes and best practices to opti-
mize and certify the proposed designs.
 Customer relationship management. This BM deals with customizing and improving the designs accord-
ing to the customer’s need which requires interaction between the customer and the provider. The service
provider must understand the customer’s situation and requirements in order to tailor the design to their
needs. The client’s sophistication as well as the project’s complexity differ from one case to another; thus,
the service provider must be aware of these changes and manage the relationships with the client accord-
ingly.
 Technology and interoperability management: The construction design process involves different stake-
holders with a huge amount of exchanged information. The technological structure of parties contributing
to the design varies and will require effort from the service provider to manage the technological struc-
ture of the whole project to ensure that information within different parties and with different formats is
well shared and leveraged among all of the project’s stakeholders.

4.7 Key Resources:

The key resource important to the success of the design optimization and innovation model is the knowledge and
the engineering know-how of the firm proposing this BM. The services proposed by this model involve many
technical design activities that have to be backed up with strong engineering and design knowledge. The BM
offered has to maintain up to date project management, BIM tools and software packages that enable the model’s
operation. The service provider has to acquire human resources with the design capabilities and engineering
know-how required to operate the BM.
The model also depends on the reputation and prequalification of the firm. The firm offering this model
should have a good reputation of being trustable and successful in past projects in order to be able to sustain itself
as a certified design firm. The prequalification of the company and previous similar projects will act as key
resources to acquire customer segments for offering the BIM services in addition to the certification and
optimization services involved with the business model.

4.8 Cost Structure:

The main additional costs to the provider of this BM are human resources and investment in technology. The
service provider has to invest in hiring people with new capabilities to enhance the company’s resources and
sources of knowledge. Moreover, the proposed BMs depend on offering BIM services; hence, the firm would
have to pay in order to maintain an efficient information technology infrastructure and software systems, catering
its services to the customer segment. The proposing company has to invest in research and development (R&D)
to ensure the acquisition of up-to-date data, analytical tools, modeling tools and software packages. Additional
costs may relate to investments in R&D and community outreach to showcase goodwill and enhance the image of
the firm. Liability insurance is another important additional cost that should be accounted for. The provider
carries responsibility by modifying the proposed designs and certifying them; therefore, they should maintain
insurance as a back-up plan in case of any crisis or failure in their designs.

4.9 Key Partners:

AEC firms offering this model may require additional resources and partnerships with additional firms to help
deliver this BM. In this regard, the provider may want to create a joint venture with software vendors that will
provide frequent BIM and design software tools in addition to the required maintenance and updates for the
software packages. They may also partner with other specialized design offices to acquire some design
capabilities or engineering know-how that are not available within the firm’s boundaries.
The service provider might form strategic alliances with code agencies in order to be able to access and
follow any updates in the building codes, energy codes or best practices. This alliance scheme will guarantee that

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 552
the service provider has up-to-date information about the regulations and codes and, accordingly, ensure the
success of design optimization and certification services.

5. CONCLUSION AND FUTURE WORK

BIM has emerged, lately, as a construction design tool that can have a positive influence on the construction
industry. BIM enhances the interoperability between different project stakeholders and offers added value services
to the construction design through having the ability to coordinate the whole design process, identify conflicts and
even optimize designs and tailor them to certain building or energy codes. The adaptation of BIM within the
construction industry is still slow. Many firms lack the ability to integrate BIM into their business processes;
however, they still believe they can benefit from the added value of BIM. This gap between the demand and
supply of BIM created a business opportunity for selling BIM services to the clients.
This paper proposes a business model for selling BIM services to the clients. The proposed business model
acts as a generic road map for companies willing to generate a business based on selling BIM services to the
clients. The business model discusses the main aspects required to invent this business including the financial
aspects, logistical aspects, added value and the potential customer segments. The final business model is
presented in the Osterwalder and Pignuer (2010) business model canvas.
The future research for this study includes developing this business model into a detailed business plan which
has a step by step process for implementing the business model. This detailed business plan could be reformulated
as a BIM implementation standard or code that other companies can benefit from. The other area of research is in
the area of information technology. The information technology capabilities required to implement this business
model is an area that needs to be investigated. Researchers can work on identifying the required hardware and
software systems needed to support this business model.

REFERENCES
Autodesk. (2010). BIM infrastructure best practices, Autodesk Model Performance Technical Note.
Becerik-Gerber, B., & Rice, S. (2010). The perceived value of building information modeling in the US building
industry. ITcon, 15, 185-201.
Young Jr., N., Jones, S., Bernstein, H., & Bernstein, H. (n.d.). The business value of BIM. In SmartMarket Report.
McGraw-Hill Construction.
Osterwalder, A., & Yves, P. (2010). Business Model Generation: A Handbook for Visionaries. NewJersey: Wiley.
McAdam, B. (2010). Building information modelling: the UK legal context. International Journal of Law in the
Built Environment, 2(3), 246-259.
Lu, W. W., & Li, H. (2011). Building information modeling and changing construction practices. Automation in
Construction, 20(2), 99-100.
DELL& BD+C, (2010). Future-proofing BIM .
Words & Images, (2009). Building information modeling: Understanding and operating in a new paradigm. The
Foundation of Wall and Ceiling Industry,
Liu, R., Issa, R. R. A., & Olbina, S. (2010). Factors influencing the adoption of building information modeling in
the AEC industry. International Conference on Computing in Civil and Building Engineering,
Becerik B. and Pollalis S. N. (2006). Computer aided collaboration for managing construction projects, Design
and Technology Report Series, Harvard Design School, Cambridge, MA, USA.
IBM Global Services, (2006).Expanding the Innovation Horizon, The global CEO study 2006, New York:
Timmers, P. (1998). Business Models for Electronic Makets. Electronic Markets, 8.
Weill, P., & Vitale, M. (2002). What IT infrastructure capabilities are needed toi e-business models? MIS
Quarterly Executive, 18.
Linder, J., & Cantrell, S. (2000). Changing business models:Surveying the landscape. Massachusetts: Accenture.
Rappa, M. (2000). Business models on the web. North Carolina State University, 13.

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 553
Osterwalder, A., & Pigneur, Y. (2002). An e-business model ontology for modeling e-business. e-Reality:
Constructing the e-Economy (p. 12). Slovenia: 15th Bled Electronic Commerce Conference.
Mahadevan, B. (2000). Business models for internet based e-commerce. California management review, 7.
Malone, T., Weill, P., Lai, R., D`Urso, V., Herman, G., Apel, T., & Woemer, S. (2006). Do some business
models perform better than others? MIT Sloan, 37.

Proceedings of the 30th CIB W78 International Conference - October 9-12, 2013, Beijing, China 554