Incentivizing Collaborative Bim-enabled Projects ― A Synthesis of Agency and Behavioral Approaches
Incentivizing Collaborative Bim-enabled Projects ― A Synthesis of Agency and Behavioral Approaches
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  • The use of digital representations to aid in projects—Building Information Modeling (BIM)—is gaining traction worldwide as an effective and beneficial approach to executing projects that can reduce errors and improve project results. Author Chen-Yu Chang, PhD, explains the current state of BIM use in three distinct countries: China, the United Kingdom, and the United States. Following multiple case studies in each country, Professor Chang explores the explicit and implicit motivators that may drive BIM participation and the factors that can influence its effectiveness. 

    The case studies offer multiple perspectives on why and how BIM-enabled projects are adopted and provide a lens for understanding BIM at varying levels. This theoretical approach gives researchers and organizations new tools and ideas to help build their own  strategies to encourage BIM use and better understand its place in managing projects.
  • Dr. Chen-Yu Chang is an infrastructure economist with a tenured position at the Bartlett School of Construction and Project Management, University College London. He is the director of the Bartlett Infrastructure Center as well as the founding director of the UK-China Infrastructure Academy. The latter is cosponsored by the Chancellor of the Exchequer of the United Kingdom and the Chairman of the National Development and Reform Commission of the People’s Republic of China. He holds a bachelor’s degree in civil engineering, a master’s degree in construction management from National Taiwan University, and a doctoral degree in construction economics from University College London. He has acted as primary supervisor to six doctoral candidate Students, and second supervisor to three doctoral students. Over the past 15 years, his research has covered a broad range of issues associated with project organizations in general, and PPP/PFI in particular. Twenty-six academic articles have been published under his name in leading international project/construction/engineering management journals. He is generally credited with the building of several PPP theories in relation to holdup problems (Chang & Ive, 2007; Chang, 2013; Chang & Qian, 2015), risk evaluation (Chang & Ko, 2016), risk allocation (Chang, 2013b, 2014d), project governance (Chang, 2013c, 2015), choice between government-pay and user-pay PPP systems (Chang & Chou, 2014), infrastructure financing (Park & Chang, 2013), and Chinese PPP (Chang & Chen, 2016). He has advised Taipei City government and New Taipei City government on how to implement government-pay PPP systems in the cities. In partnerships with the China International Engineering Consulting Corporation, he successfully held a high-profile PPP Forum in Beijing 28–29 March 2016 under the sponsorship of Foreign and Commonwealth Office’s China Prosperity Fund.
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