| Title |
A Study on the BIM Team Structure and the Role of BIM Managers of Architectural Firms in Korea and United States through Social Network Analysis |
| Authors |
김홍민(Kim, Hong Min) ; 전재일(Jeon, Jaeil) |
| DOI |
https://doi.org/10.5659/JAIK.2024.40.9.103 |
| Keywords |
Social Network Analysis(SNA);BIM Team;BIM Manager;BIM Workflow;Architectural Firms |
| Abstract |
This study investigates the problems of the BIM design method of Korean architecture firms by examining the internal BIM organizations
and the role BIM managers when carrying out architectural design projects in Korea and the United States. Both countries introduced BIM at
the same time, but Korean architecture firms have been handling BIM-related tasks through internal or external BIM organizations or BIM
managers. This method is hindering the spread of BIM and causing a shortage of experts. In contrast, in U.S. architectural firms, BIM
managers are in charge of technical advice, education, and initial setting so that all team members can build know-how to use BIM. This
study aims to visualize the interaction, influence, dependence, and connectivity among team members within the design organization by
analyzing social exchanges, common perceptions, and networks collected through a survey of team members of architectural design projects
conducted by BIM in Korea and the United States. The strength of exchanges between team members was measured by identifying the
number of people and the frequency of interaction used in each task, including the BIM organization and the BIM manager. Furthermore, the
centrality of the organizational network was determined through the mutual dependence on work among team members within the BIM
organization. Compared to BIM projects in U.S., Korea's BIM projects exhibited more frequent exchanges between team members, but the
BIM organization and design organization were separated, and the BIM manager was solely in charge of their connection. In all of the U.S.
architectural firms surveyed in this study, there was no separate BIM organization, and the role of the BIM manager was to assist the
project team from the peripheral rather than the center of the team’s network. In order to spread and revitalize the BIM design method in
Korean architectural firms, it is expected that BIM organizations and BIM managers will avoid the role of exclusively managing BIM work
to acting as an integrated design tool for all team members to share BIM design experience and know-how. |