Digital transformation maturity assessment framework for large infrastructure asset owners

Development of a Building Information Modelling Asset (BIMAsset) value realisation model

Purpose- In recent years, digital transformation using Building Information Modelling (BIM) systems has reshaped asset management. This process involves systematically maintaining and improving assets throughout an organization's lifecycle, with a focus on sustainability objectives. However, the current asset management process often wastes time and resources searching for asset information. This research aims to create a BIM-based framework, address the disconnection between asset management models and key indicators of sustainability, and help achieve the organisation's sustainability objectives.Methodology- This paper explores the relationship between asset management and sustainability objectives, establishing an integrated framework from existing literature. A seven-step approach to developing information needs is also proposed.Findings- It was found that asset information requirements are often formed without a direct link to the organisational objectives they are intended to achieve or are difficult to detect adequately. Recognising the cyclical nature of asset management and BIM and generating a framework.Implications- The framework will help address the disconnection between design aspirations and key indicators of sustainability.Originality value- The framework aligns asset management with sustainability objectives and integrates with BIM for a unified asset management platform.

Rapid developments in building information modeling (BIM) are escalating the architecture, engineering, and construction (AEC) industry toward digital transformation. However, the lack of skilled BIM professionals is a critical issue slowing this transformation. Currently, few educational institutions include BIM topics in their curricula, especially those developed for quantity surveying (QS) programs. Moreover, the learning outcomes of BIM curricula may not meet the current industrial requirements. Thus, this study investigated the current states, gaps, and challenges of BIM education for QS practices in Hong Kong. This study conducted surveys to determine industrial requirements and a case study to examine the BIM curricula currently offered at Hong Kong educational institutions. The results suggest that the current BIM education for QS practices is in line with the pace of BIM development in the AEC industry. However, some advanced topics are not covered in BIM education. Additionally, the non-standardized BIM competencies to be attained by students lead to uncertainty and challenges in BIM education for quantity surveyors.

The construction sector is currently undergoing significant changes as a result of the adoption of digitaltechnologies. The utilisation of Building Information Modelling (BIM) has garnered considerable interest in recentyears from scholars and industry experts. The sector has seen major changes as a result of its rising success. Giventhese changes, the traditional knowledge and skills possessed by project specialists or managers seem insufficientin properly supervising the new information component of construction project management. As projects advance,the inclusion of new roles such as BIM managers, BIM coordinators, BIM modellers, and information managers isbecoming crucial to meet the demand for enhanced capabilities. Multiple studies have analysed these novel rolesfrom a theoretical perspective, but have not investigated their correlation with conventional roles in projectmanagement, nor have they explored how project managers and BIM specialists position themselves in relation tothe overall processes outlined in the BIM implementation guides. This case study illustrates that the duties of BIMspecialists varied among various fields and go beyond solely technical assignments. Moreover, the informationsub-process predominantly focuses on BIM managers, leading to the establishment of two distinct sources ofleadership within a project: BIM managers and project managers. According to the poll, professionals believe thatthe BIM collaboration methods described in the BIM implementation plan and project documents are too general.Moreover, there is always a difference between specified methods and the ones actually used in the project.

Purpose This study develops a human-centric change management framework to address the gap between building information modelling (BIM) potential and its practical implementation and adoption in the construction industry by focusing on human factors influencing digital transformation success. Design/methodology/approach A multi-phased methodology was employed, combining systematic literature reviews with advanced network analysis techniques. Two literature review rounds extracted key change management activities and human-centric principles. Social network analysis (SNA) was utilised to quantify relationships and significance within the construction industry context, identifying high-centrality nodes in the network. Findings The analysis identified training, organisational competency assessment and resource allocation as the most critical change management activities for successful digital transformation, which emerged as central nodes. The study developed a tailored three-phase framework (Strategic initialisation, Operational transformation and Sustainable integration) that enables construction organisations to implement BIM and digital technologies while maintaining focus on human factors. Practical implications include improved employee engagement, reduced resistance to technological change, enhanced organisational readiness for digital transformation and a structured pathway for construction organisations to move beyond current BIM implementation barriers. The framework provides actionable guidance for construction leaders to balance technological advancement with human-centric values, ultimately supporting sustainable digital transformation in the industry. Originality/value This study offers a novel data-driven approach to digital transformation in construction by quantitatively analysing relationships between change management activities and human-centric principles. The research addresses a critical gap in BIM and digital transformation implementation literature by developing an integrated framework that balances technological advancement with human considerations, helping organisations move beyond current adoption barriers in the AECO industry’s transformative journey.

Purpose This study aims to evaluate the evolution and impact of Building Information Modelling (BIM) research in the context of the construction industry’s digital transformation, by assessing key indicators such as scientific productivity, citation impact, collaboration networks, and emerging themes, and from the lens of cumulative capability development theory (CCDT). Design/methodology/approach This study utilises a comprehensive bibliometric analysis to investigate research productivity in the area of BIM. An iterative search strategy identifies the most productive BIM authors and examines their productivity over a 6-year period (2018–2024) using Elsevier’s SciVal tool and Ucinet software. The study explores the quantitative and qualitative performance of publications at the country (macro), institutional (meso), and individual (micro) levels. Findings Drawing on the results from different bibliometric analyses, at the macro level, national BIM capability development is driven by governmental initiatives, industry maturity, and cutting-edge research centers. At the meso level, specialised academic ecosystems in leading universities foster BIM knowledge and capability development. At the micro level, prominent researchers' leadership and international collaborations enhance routine and evolutionary learning capabilities. By applying the CCDT to macro, meso, and micro-level analyses, the study reveals how BIM research drives capability accumulation and supports the construction industry’s digital transformation. Originality/value This study presents the first multi-level bibliometric analysis of BIM research not confined to a specific journal, laying the groundwork for understanding the knowledge structure in this field. The evolution of BIM research themes highlights the integration of innovative approaches and the importance of interdisciplinary and international collaboration. The findings provide valuable insights into the scientific trajectory of BIM, benefiting researchers, professionals, and decision-makers in the construction sector.

This paper describes the goals, methods, approaches, and preliminary results of a research task within the Systems Engineering Research Center (SERC). Evidence across the Services and industry has affirmed digital engineering is a critical practice necessary to support acquisition in an environment of increasing global challenges, dynamic threats, rapidly evolving technologies, and increasing life expectancy of our systems currently in operation. Digital engineering updates the systems engineering practices to take full advantage of computational technology, modeling, data analytics, and data sciences. The Department of Defense's vision for digital engineering is to modernize how the Department designs, develops, delivers, operates, and sustains systems, while continuing to practice systems engineering efficiently and effectively. Digital transformation is fundamentally changing the way acquisition and engineering are performed across a wide range of government agencies, industries, and academia. As the Department of Defense transitions to digital engineering, there is a need to develop and maintain an acquisition workforce and culture that is literate in model-based engineering, competent in digital engineering models, methods, tools, and understands digital artifacts across the acquisition lifecycle.This paper outlines the development of the Digital Engineering Competency Framework by the Systems Engineering Research Center. The purpose of the Digital Engineering Competency Framework is to provide clear guidance for the Department of Defense acquisition workforce, in particular the engineering acquisition workforce, through clearly defined competencies that illuminate the knowledge, skills, abilities, and behaviors required for digital engineering professionals. The approach taken to develop the Digital Engineering Competency Framework draws from existing competency models discovered during a literature search and from the practicing Digital Engineering community. The development process for the Digital Engineering Competency Framework relied initially on literature findings to develop a draft model that was reviewed by subject matter experts through a series of workshops. No existing competency models focused on digital engineering (or model-based systems engineering or model-based engineering) were found during the literature review. However, several related competency models were identified, and these informed the initial draft model. At appropriate points, the draft model(s) were assessed through community presentations and industry review and appropriate revisions were made.The Digital Engineering Competency Framework has currently completed several iterations of subject matter expert review and revisions and is approaching a finalized general structure. The overarching structure of the DECF will consist of competency areas, proficiency levels within the competency, and constituting knowledge, skills, abilities, and behaviors. The specific knowledge, skills, abilities, and behaviors that will be associated with each competency area are the primary elements still changing in current iterations. Once the model is finalized, it will be compared with the existing Defense Acquisition University curriculum to determine what elements of such existing curriculum already support these competencies. Gaps will be noted, and training recommendations will be developed. As with the development of the model itself, this will be an iterative process. Another critical use case for the Digital Engineering Competency Framework is to enable hiring for Digital Engineering Positions, given Competency models and frameworks are used by hiring managers to ensure that individuals have the required and appropriate skillsets to adequately perform their jobs.

The traditional UK real estate industry is undergoing a significant digital transformation driven by innovations such as artificial intelligence, machine learning, blockchain, and virtual reality. This digital shift has enhanced operational efficiency, transparency, and customer satisfaction. However, it also presents challenges, including stakeholder resistance to change and heightened cybersecurity risks. In such a competitive sector, strategic approaches that align with market demands and regulatory compliance are essential. This study evaluates digital transformation strategies in the United Kingdom’s real estate sector using a systematic literature review (SLR) approach. Relevant peer-reviewed studies were retrieved from Google Scholar and Taylor & Francis Online using key terms such as “digital transformation,” “real estate,” and “UK,” alongside specific technologies like blockchain and the Internet of Things. The research relies on secondary data and adheres to ethical standards while providing evidence-based recommendations to balance technological advancement with consumer protection and industry growth. Findings reveal that the sector has widely adopted technologies such as Building Information Modelling (BIM) and Geographic Information Systems (GIS) to reduce collaboration errors and improve project outcomes. Digital tools have automated lease administration, rent collection, and maintenance scheduling, saving time and reducing human error. Nonetheless, challenges remain, particularly the high costs of technology adoption, training, and integration with legacy systems. Digital transformation has also democratized property information, intensifying competition as 82% of homebuyers now rely on online portals. The study concludes that strategic investment, interoperability, updated cybersecurity measures, and continuous employee training are critical to maximizing the benefits of digital transformation in the UK real estate industry.

Conceptual model for implementation of digital transformation and organizational structure in the construction sector

The increasing globalization of organizations and the growing complexity of operational environments demand a transformative approach to facility management (FM). Traditional models, which emphasize cost control and reactive maintenance, are no longer sufficient to address evolving challenges such as sustainability imperatives, digital transformation, workforce diversity, and geopolitical volatility. This proposes an evolutionary model for global facility management practices that conceptualizes FM as a dynamic discipline progressing through identifiable stages of development. The proposed model comprises five stages. The first stage emphasizes operational efficiency, where FM focuses primarily on cost minimization and service delivery through reactive approaches. The second stage advances toward integration and standardization, embedding compliance frameworks, quality systems, and centralized oversight. The third stage marks the shift to technology-enabled transformation, characterized by the adoption of IoT, predictive analytics, and Building Information Modeling (BIM) to drive data-informed decisions. The fourth stage aligns FM strategically with organizational objectives, linking facility outcomes with workforce productivity, safety, sustainability, and financial performance. Finally, the fifth stage positions FM as a leader in global sustainability and innovation, embracing circular economy principles, renewable energy integration, climate adaptation, and contributions to environmental, social, and governance (ESG) goals. This evolutionary model is supported by enabling factors such as leadership commitment, skilled multidisciplinary teams, investment in digital infrastructure, and international collaboration. Value creation emerges through operational gains, enhanced employee well-being, resilience, and strengthened reputation in competitive markets. By applying a staged, adaptive roadmap, organizations can assess current maturity levels and strategically progress toward more advanced global FM practices. The model ultimately reframes facility management as a strategic discipline that not only sustains operational efficiency but also drives innovation, sustainability, and organizational excellence in a rapidly changing global landscape.

Social enterprises activate at the intersection of business and social and environmental responsibility. Data-driven decision-making becomes an essential factor for reaching this equilibrium. This paper explores how digital transformation connects with knowledge management to develop the strategic skills for informed decision-making, optimizing operations, and measuring impact. Employing both qualitative and quantitative methods, we map the current digital landscape of these organizations. Findings indicate that while digital tools like CRM systems, e-commerce platforms, and social media enhance visibility and efficiency, strategic adoption is hindered by financial constraints, digital literacy gaps, and inadequate integration of knowledge management practices. The paper uses quality engineering tools to identify root causes of digital adoption barriers, including human factors, process inefficiencies, technological limitations, and financial constraints; prioritizes the significant limitations that most delay digital transformation; and classifies digital products into basic needs, performance enhancers, and future innovations, helping social enterprises phase their digital adoption journey. The findings indicate that business analytics (BA) tools strengthen an enterprise’s knowledge base, simplifying real-time decision-making, while knowledge management creates the conditions for successful digital transformation. The study proposes a strategic pathway for digital transformation that balances short-term progress with long-term objectives, harmonizing social, environmental, and economic outcomes.

Digital transformation powered by Building Information Modeling (BIM) and Artificial Intelligence (AI) is reshaping renovation practices by addressing persistent challenges such as fragmented records, scheduling disruptions, regulatory delays, and inefficiencies in stakeholder coordination. This study explores the integration of these technologies through a case study of a Catholic church renovation (2022–2023) in Hong Kong, supplemented by insights from 10 comparable projects. The research proposes a practical framework for incorporating digital tools into renovation workflows that focuses on diagnosing challenges, defining objectives, selecting appropriate BIM/AI tools, designing an integrated system, and combining implementation, monitoring, and scaling into a cohesive iterative process. Key technologies include centralized BIM repositories, machine learning-based predictive analytics, Internet of Things (IoT) sensors, and robotic process automation (RPA). The findings show that these tools significantly improve data organization, proactive planning, regulatory compliance, stakeholder collaboration, and overall project efficiency. While qualitative in nature, this study offers globally relevant insights and actionable strategies for advancing digital transformation in renovation practices, with a focus on scalability, continuous improvement, and alignment with regulatory frameworks.

Building Information Modelling (BIM) is one of the methods that can be used to enhance project effectiveness. However, its implementation in Indonesia is relatively low. This issue is attributed to various inhibiting factors. This research aims to identify the BIM implementation barriers and the mitigation steps that need to be taken. A survey was conducted using both closed-ended questionnaire and open-ended questionnaire. The intended respondents were stakeholders stakeholders who have understandings of BIM, and have previously applied BIM in construction projects. The analysis of closed-ended questions was performed using the Analytical Hierarchy Process (AHP) method to identify the levels of influence of inhibiting factors on BIM implementation. Meanwhile, open-ended questions were analysed to gather opinions regarding solution approaches to the barriers to BIM implementation. The result of this study indicate that software and hardware costs are the major barrier to implementing BIM in construction projects. Additionally, factors such as lack of knowledge and understanding of BIM, difficulty in changing or transitioning work culture, investment costs and profits uncertainty of BIM, and a lack of awareness of the BIM benefits are other obstacles that need attention. To promote the realization of BIM implementation, steps such as socialization, training and certification, as well as government support in facilitating BIM implementation in construction projects, are expected to be realized.

Background: This study examines the role of digital transformation in enhancing operational resilience among Indonesian SMEs. Amid rising uncertainty, technological disruption, and post-pandemic recovery, SMEs must sustain operations, protect resources, and respond rapidly to change. With limited buffers, SMEs require adaptive strategies, making digital transformation a key pathway to maintain performance and strengthen competitiveness. Objective: This study aims to determine the effect of digital transformation on operational resilience and to clarify the underlying mechanisms. It specifically evaluates the mediating roles of organizational agility and dynamic capabilities in strengthening resilience outcomes among Indonesian SMEs. Method: This research adopts a quantitative approach using Partial Least Squares Structural Equation Modeling (PLS-SEM). Data were collected from 320 SME owners across Indonesia. The analysis examines the relationships between digital transformation, operational resilience, and related organizational constructs. Result: The findings indicate that digital transformation significantly influences operational resilience. This effect is mediated by organizational agility and dynamic capabilities. Digital adoption enhances responsiveness, flexibility, and recovery speed. SMEs leveraging digital platforms, data-driven decision-making, and agile processes demonstrate stronger resilience performance. Conclusion: Digital transformation enables Indonesian SMEs to adapt and recover effectively under adverse conditions. The study proposes an integrated framework linking digital transformation, agility, dynamic capabilities, and resilience, contributing to strategic management literature while offering practical insights for SMEs and policymakers.

Driving digital transformation in construction: Strategic insights into building information modelling adoption in developing countries