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Fundamentally BIM is about enabling collaboration, with the seamless exchange of information based around a single, consistent model. But of course to run a true end-to-end BIM project every supplier in the chain needs to be BIM-ready. Whilst the industry is still moving towards mass adoption of BIM it's difficult to achieve this. However, failure to integrate the frequently disparate partners across the supply chain can at best lead to inefficiencies: at worst the project may stall or deliver a less effective outcome than conventional practice.

But even if not every participant throughout the chain is BIM-ready there's no reason to miss out on the advantages that BIM has to offer. By engaging with each business at an early stage and carefully setting the right expectations is entirely possible to successfully combine both conventional and BIM techniques.

In many instances this means finding methods and technologies to support working in this hybrid environment of BIM and conventional practices. It might also require a ‘lead' partner with experience of operating in such circumstances, acting as a form of BIM consultant to ensure that the right expectations are set at the outset.

It's also necessary to discuss the different spread of fee draw down associated with BIM delivery, with a typically greater proportion of fees expended up front, leading to a correspondingly more flexible model that can reduce variations and overspends further down the line. They will need to be educated regarding this to avoid creating animosity and the feeling that BIM is an expensive luxury designed to make life easier for the design team, quantity surveyors etc at the client's cost.

Perhaps more difficult is the reality that those practices still coming to terms with the implications and new ways of working that BIM entails might have to invest, in the form of a proportion of unbilled hours, as their teams cut their teeth on a live project. In the same way it might be necessary to over-resource a project to ensure timely delivery whilst individuals gain an understanding of how to operate collaboratively across a multi-vendor project.

For DSG, overcoming these obstacles has at times meant being advisor, technology expert, business consultant and even diplomat, carefully helping others through the process with the end goal of mutual benefit. It's been a delicate balancing act and our experiences can only help inform other organisations looking to make the most of this compelling opportunity.