The article discusses the need for transformation of construction project management teams in connection with the digitalization of the construction industry and the increasing use of BIM technologies in the implementation of construction projects. The key to successful implementation of the project in construction during the transition from traditional methods of construction management to innovative approaches with the maximum use of information modeling technologies at all stages of the project life cycle will be the use of approaches tested for the field of information technology.
Problem statement. In fact, we can say that the industry has already come to understand that it is
necessary to rethink the usual stages of the project. In particular, the “design” stage, which usually ends with the
receipt of “design documentation” (in different countries - of different composition and depth of detail) in changing
conditions, is more likely to end with the creation of a “digital double” [
Main part. It is to be expected that some approaches and, of course, best practices, such as ITSM [
It is worth noting that due to the greater “squeeze” of projects in the field of information technology over time, approaches to project management in this area are the undisputed leaders in modern project management technologies, both in terms of using existing project management methodologies and their rethinking and development.
Results. For the effective implementation of such "mixed", both for the tasks to be solved and for the
technologies used, modern "hybrid" projects at the intersection of information technologies, technologies for the
organization of construction production, and also, in some cases, technologies for the production of building materials
and structures, it is necessary review existing approaches to the formation of management teams for such projects.
The issues of organizing a project management team and managing their role-based communications are one of the
key elements affecting the success of a project, which has been given attention for a long time [
It is expected that the need to expand the role of the project manager is forecasted, to ensure the possibility of his maximum involvement in issues related to both project management and understanding the logic of obtaining the final product using, in this case, BIM tools (Figure 2).
All this is fully consistent with the roles described in a compact but capacious study based on the analysis of
a standard such as ISO19650 [
This system of three "enlarged" standard roles in the project: Task Team: Individual or organization who is responsible for the production of the design outputs related to a discipline-specific, package-based or time-based task. This includes the previously mentioned: BIM Author: is the content creator, Interface Manager: manage coordination and clashes, Task Information Manager (TIM): Direct the production of information using agreed standards and reviews information deliverables, Task Team Manager: Coordinated design and approves information deliverables.
Lead Supplier: Individual or organization who is appointed by the Employer, responsible for coordinated
delivery of all design information AND / OR appoints task teams (predominantly first tier contractors)
Employer’s Representative: Individual or organization for whom the contract is executed or delivered.
Even for this system and role model, it is possible to draw an analogy from the sphere of professional
certification that exists in the field of project management and specifically for one of the Agile approaches - for
certification of professionals using Scrum. As stated in the Scrum Founding Guide: “Scrum is a framework for
developing, delivering, and sustaining complex products. This Guide contains the definition of Scrum. This definition
consists of Scrum’s roles, events, artifacts, and the rules that bind them together” [
The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master. Each of the roles, respectively, has its own certification requirements, and, accordingly, passed certification as a Scrum master, will be called a "Certified Scrum Master", etc:
The Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals.
The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of “Done”product at the end of each Sprint.
The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and values.
Scrum Master = Lead Supplier
It is important to understand that the availability of knowledge in the field of "BIM as a tool" among specialists
on the part of the executing organization (organizations) involved in the implementation of the project does not
guarantee the success of the entire project. A similar situation exists in the implementation of IT projects. The presence
of knowledge in the field of “directly technologies” among IT specialists implementing projects also does not
guarantee the success of the entire project. For projects in the field of information technology, as was noted for an
example of using an approach such as Scrum, it was proposed to supplement the model of “aggregate competences of
the project team” with a serious focus on maximizing the value of the project being implemented through the role of
Product Owner. Similar logic can be traced in the recommendations on the formation of the project team and
expectations for the competencies needed by the participants of the modern construction project. According to [
As can be seen from the above matrix, confident possession of the entire set of skills given in the aggregate for all three levels, it is hardly worth expecting from one specific person, regardless of the level at which he is in the organization. Therefore, it is worth saying that the possession of BIM technologies should be considered much broader than simply “tool ownership”, for example, of one or another software package from one or another leader-producer of specialized software, which are not so few today in the world. It is worth talking about an integrated multi-level system of knowledge that requires an appropriate training system - both specialists and managers of construction industry enterprises.
Conclusion. To the existing system of managerial decision-making in the implementation of projects in the construction industry, it is necessary, as it was done in the field of information technology, to involve specialists responsible for operation. Special attention should be paid to the training of specialists in the field of operation of buildings and structures, including knowledge in the field of BIM technologies in the requirements for their competencies, which will really organize the work of all participants in a construction project throughout its entire life cycle in the logic “operation” - “construction” - "design". Only then can we talk about the readiness of the construction industry to create a ConOps (Construction+Operation) model similar to DevOps in the field of software and information systems development.