Final Draft BIM ROADMAP PDF

Roadmap for Adoption and Implementation of BIM Technology in Ethiopian Built Environment Industry
MINISTRY
STRY OF URBAN DEVELOPMENT AND CONSTRUCTION
ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT
MANAG MENT INSTITUTE
ROADMAP FOR ADOPTION AND IMPLEMENTATION OF BIM

TECHNOLOGY IN THE ETHIOPIAN BUILT ENVIRONMENT INDUSTRY
Integrated Project Environments: Productivity

Productivity Gain through Industry Transformation
FINAL DRAFT
FINAL DRAFT | June 2019 ECPMI

NOTE
This document is the final draft version of the Roadmap for BIM adoption and implementation,
prepared by the Ethiopian Construction Project Management Institute so that it will serve as an
inception document for future endeavors and summarizes ECPMI's views to drive the industry-
wide adoption of BIM in Ethiopia through the concerted efforts of the construction industry in a
more organized and systematic approach.
The Ethiopian Construction Industry Council is an industry-recognized coordinating body which

is believed to foster collaboration and promote the adoption of BIM throughout the construction
supply chain. While ECPMI has attempted to draft this roadmap, hence, the overall development
and maturation of the document require the ownership and active engagement of the Ethiopian
Construction Industry Council.
The most effective roadmaps are developed based on input from each of the key stakeholder
teams. This allows the organization to understand the objectives and needs of each area. Since
the beginning of this roadmapping effort, two plenary sessions were held with themes focusing
on Why the Ethiopian Construction Industry needs to switch to BIM? and how BIM can be
adopted and implemented in Ethiopian Construction Industry? Whereby more than 400
participants representing relevant government institutions, higher learning institutions,
professional associations and post graduate students researching on BIM have contributed
essential inputs. There is still much collaborative work to be done to improve our understanding
of the current digital information technologies but it is our conviction that we are making strides
in the right direction and we truly appreciate the dedication and contributions of all who have
been a part of this important endeavor.
A great technology roadmap is an ongoing process that identifies the key technology initiatives
that will support the needs of the industry stakeholders and creating a technology roadmap is
only one part of the process. To this respect, It is important to share it with key stakeholders so
that the organization can stay informed on the overall plan, as well as how the technology
projects are tracking. Moreover, it is advisable that ECIC should establish a Working Group on
Roadmap for BIM Implementation to define the strategic implementation plan and set out the
final version of the roadmap at industry level.
DOCUMENTATION STATUS
Version Date Revision

First draft December 2018 -
Final draft June 2019 1
Consultation release
Final
FINAL DRAFT | June 2019 ECPMI i

Table of Contents
LIST OF ANNEXES .............................................................................................................................iv
LIST OF FIGURES ..............................................................................................................................iv
LIST OF TABLES ................................................................................................................................iv
ACRONYMS AND ABBREVIATIONS .................................................................................................... v
1. INTRODUCTION ......................................................................................................................... 1
1.1 Background ............................................................................................................................ 1
1.2 Objectives of the Road Map .................................................................................................. 2
1.2.1 Broader Objective........................................................................................................... 2
1.2.2 Specific Objectives ......................................................................................................... 3
1.3 Scope of the Roadmap .......................................................................................................... 3
1.4 Roadmap preparation process and its outputs ................................................................... 3
1.5 Outline of the Roadmap......................................................................................................... 4
2. BASICS ABOUT BIM TECHNOLOGY............................................................................................ 6
2.1 BIM Definition......................................................................................................................... 6
2.2 The function of BIM ................................................................................................................ 7
2.3 Benefits brought by the adoption of BIM.............................................................................. 8
2.4 Barriers of BIM Adoption and Implementation .................................................................... 9
2.5 Driving Organizations and Approaches Worldwide ........................................................... 11
3. ETHIOPIAN CONSTRUCTION INDUSTRY .................................................................................. 13
3.1 Performance and contributions ......................................................................................... 13
3.1.1 Role in Ethiopian Economy ......................................................................................... 13
3.1.2 Status of development stage ..................................................................................... 17
3.1.3 Construction Projects Performance ........................................................................... 18
3.1.4 Construction Project Management Maturity Level.................................................... 19
3.2 Review of BIM Adoption in Ethiopian Construction Industry ............................................ 20
3.2.1 Existing BIM uptake in Ethiopia.................................................................................. 20
3.2.2 BIM related Ethiopian Standards ............................................................................... 22
3.3 Drivers and capability gaps in ECI...................................................................................... 22
3.4 Summary of BIM Uptake Level ........................................................................................... 23
4. STRATEGIC FRAMEWORK ....................................................................................................... 26
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4.1 Policy Framework ................................................................................................................ 26
4.2 Vision ................................................................................................................................... 26
5. STAKEHOLDER ANALYSIS ....................................................................................................... 27
5.1 Themes for stakeholders identification ............................................................................. 27
5.1.1 Lead Agent Role .......................................................................................................... 27
5.1.2 Client Role ................................................................................................................... 27
5.1.3 Mandates..................................................................................................................... 27
5.1.4 Pilot Projects................................................................................................................ 28
5.1.5 Metrics ......................................................................................................................... 28
5.1.6 Standards .................................................................................................................... 28
5.2 Identified stakeholders with their roles ............................................................................. 29
5.2.1 The Ethiopian Construction Industry Council ............................................................ 29
5.2.2 Public clients ............................................................................................................... 29
5.2.3 Minister of Innovation and Technology ...................................................................... 29
5.2.4 Ministry of Urban Development and Construction .................................................... 29
5.2.5 Ministry of Science and Higher Educations ............................................................... 30
5.2.6 Ethiopian Construction project management Institute............................................. 30
5.2.7 Universities and training institutes ............................................................................ 30
5.2.8 Professional Associations ........................................................................................... 30
6. THE ROADMAP FOR BIM ADOPTION ....................................................................................... 31
7. NEXT STEPS ............................................................................................................................ 34
7.1 Recommendations for the industry ................................................................................... 34
7.2 Roadmap for Strategic BIM Implementation..................................................................... 35
REFERENCES.................................................................................................................................. 41
ANNEX ............................................................................................................................................ 42
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LIST OF ANNEXES
Annex 1: Glossary / Important Concepts................................................................................................... 42

Annex 2: Proposed set of standards to facilitate the wider use of BIM in construction projects .......... 43
LIST OF FIGURES
Figure 1: Roadmap preparation process ..................................................................................................... 4

Figure 2: Roles of the public sector for BIM adoption .............................................................................. 12
Figure 3: Trend in Construction sector contribution to total GDP (2003 - 2010EFY)............................. 13
Figure 4: Trend in growth rate of construction and total GDP (2003 - 2010EFY) ................................. 13
Figure 5: Trend in the size and share of construction in total employment creation ............................. 17
Figure 6: A model illustrating construction industry development stages .............................................. 17
Figure 7: Comparison of Performances with the International Good Practices ...................................... 18
Figure 8: CPM Maturity Level of Surveyed Consultancy and Construction Firms ................................... 19
Figure 9: Framework of VDC Scorecard..................................................................................................... 24
Figure 10: BIM Adoption Cycle ................................................................................................................... 31
LIST OF TABLES
Table 1: BIM benefits to the stakeholders in the general construction value chain ................................ 9
Table 2: Type of Driving Organizations ...................................................................................................... 11
Table 3: BIM Practice Level on BIM Score ................................................................................................ 24
Table 4: Challenges - Strategies - Action - Timeline .................................................................................. 32
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ACRONYMS AND ABBREVIATIONS
AEC : Architectural, Engineering and Construction

AI : Asset Information Modeling
BEP : BIM Execution Plans
BIM : Building Information Modeling
BSDD : Building SMART Data Dictionary
BSI : British Standards
CAD : Computer Aided Design
CDE : Common Data Environment
CIC : Construction Industry Council
CIDP : Construction Industry Development Policy
ECI : Ethiopian Construction Industry
ECPMI : Ethiopian Construction Project Management Institute
EFY : Ethiopian Fiscal Year
EIR : Employer Information Requirement
FDRE : Federal Democratic Republic of Ethiopia
FM : Federated Model
GTP : Growth and Transformation Plan
IBIM : Integrated Building Information Modeling
IFC : Industry Foundation Class
IFD : International Framework for Dictionaries
IOC : Initial Operating capability
IPD : Integrated Project Delivery
ISO : International Organizations for Standardization
LCC : Life Cycle Cost
LEED : Leadership in Energy and Environmental Design
NBIMS : National BIM Standards
OIR : Organizational Information Requirement
VDC : Virtual Design and Construction
.
FINAL DRAFT | June 2019 ECPMI v

1. INTRODUCTION
1.1 Background
The existing construction projects management system in Ethiopia is largely reliant upon two-
dimensional drawings (plans, elevations, sections, etc.) and is characterized by inadequate
interoperability arising from "the highly fragmented nature of the industry, the industry’s
continued paper-based business practices, a lack of standardization, and inconsistent technology
adoption among stakeholders" thus resulting a huge loss of resources. Moreover, it has failed to
bring about the required transparency and integration among various stakeholders in addition
being inefficient in cost estimation, visualization and related works in construction sector, among
others.
Project management software provides a standardized method of managing jobs. Construction

software provides construction professionals with integrated, configurable applications for all
aspects of project management, financial planning, field communications, and day-to-day
operations. Due to the aforementioned benefits, many government enterprises and private
companies are investing on different construction management packages nearly all over the
world. Among these BIM (Building Information Modeling), which covers information on design,
construction, logistics, operation, maintenance, budgets, schedules and much more functions is
widely in use in many parts of the world. In this connection, Ethiopian Construction Project
Management Institute (ECPMI) sought relevant to introduce this technology to the construction
industry of the country.
BIM is a Digital technology for holistically managing information related to construction projects,
from planning to design, construction and operations. Moreover, it is an enabler of Integrated
Project Delivery and agents of change that allow the lateral and longitudinal integration of
disciplines, industry participants and construction phases including design, fabrication, assembly
and delivery.
The realization of a construction industry where integrated delivery of projects prevails is one of
the strategic goals set out in the FDRE Construction Industry Development Policy (CIDP). The
policy document has also laid down the need to enhance construction productivity by way of
utilizing appropriate technologies acquired in most economical way through consistent and
speedy imitation from foreign countries.
To this intent and cognizant of the potential benefits associated with BIM technology, GTP II has
spelt out the need to pilot and appraise the applicability of BIM to the Ethiopian Construction
Industry.
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Few organizations and companies in Ethiopia have begun to delve into BIM topics in the past few
years and widen the application of information technology in the construction industry. Despite
this, it can be said that BIM is at its infancy stage in Ethiopia. While individual stakeholders are
preparing for, or have prepared to use BIM, they wish to see a more organized and systematic
approach that drives the industry-wide adoption of BIM in Ethiopia through the concerted efforts
of the construction industry.
It is not arguable to say that stakeholders generally agree that the construction industry is
expecting an industry-wide catalyst to boost the use of BIM and for an industry leader to
blueprint, drive, accelerate and engage its implementation.
In view of a growing trend for using BIM in construction works projects, the Ethiopian
Construction Project Management Institute has undertaken to define the Roadmap for BIM
Implementation in Ethiopian construction industry of which further development and maturation
are expected to be spearhead by the Ethiopian Construction Industry Council.
1.2 Objectives of the Road Map
1.2.1 Broader Objective
A review of international experiences reveals that the adoption and implementation of BIM
requisite the acceptance and engagement of the key stakeholders. Moreover, it is presumed that
stakeholders generally agree that the construction industry is expecting an industry-wide catalyst
to boost the use of BIM and for an industry leader to blueprint, drive, accelerate and engage its
implementation.
The purpose of this roadmap, hence, is to define a high-level plan of action so as to drive the
industry-wide adoption of BIM in Ethiopia through the concerted efforts of the construction
industry in a more organized and systematic approach. It is believed that the roadmap is highly
instrumental and vital to:-
a) To realize the targets set in Ethiopian Construction Industry Development Policy,
b) Serve as a communication tool, a high-level document that helps articulate the strategic
thinking — the why — behind both goal and the plan for getting there,
c) Lend a framework, which can ensure that decisions concerning the future are taken in a
systematic and purposeful way, and
d) To inform the need to create and develop a national strategy for the adoption of BIM in
ECI.

1.2.2 Specific Objectives
The specific objectives of the roadmap are to:

i) Develop a clear understanding about and summarize the benefits of BIM technology;
ii) Present the current status, construction industry’s views and concerns on the adoption of
BIM in Ethiopia;
iii) Identify the main drivers and barriers for the adoption BIM in ECI;
iv) Help industry stakeholders to prepare to voluntarily adopt BIM;
v) Define an overarching strategic objective, milestones and outline the imperative step of
consolidating collective movements towards achieving the objective; and
vi) To propose strategies for BIM’s adoption and provide recommendations for industry wide
BIM implementation.
1.3 Scope of the Roadmap
BIM is a Digital technology for holistically managing information related to construction projects,
from planning to design, construction and operations. Moreover, it is enabler of Integrated
Project Delivery (IPD) and agents of change that allow the lateral and longitudinal integration of
disciplines, industry participants and construction phases including design, fabrication, assembly
and delivery. IPD, on the other hand, brings the expertise of key actors from construction
management, trades, fabrication, suppliers and product manufacturers to owners and design
professionals earlier in the design and delivery process. it leverages the power of modeling to
facilitate collaborative decision making.
In light of the aforementioned concepts and the targets the will be defined in the upcoming sections,
the road map attempts to address the introduction of Integrated Project Delivery as an Alternative
Construction Projects Delivery Method in addition to the BIM adoption and implementation agenda.
1.4 Roadmap preparation process and its outputs
Unlike the technology roadmapping process adopted by technology developers and institutions
mandated to prepare national science and technology research and development programs; the
formulation of this roadmap has utilized a planning and analysis tool driven by “technology push”
so as to map out what can be done with the existing stock of BIM Technology and how it can be
adopted and implemented in ECI. Hence, the planning approach is built on what BIM technology
can enable ECI to fulfill its vision and the level of BIM maturity level needed/achievable to get
there.
Figure 1 depicts the overall roadmap preparation process for BIM adoption and implementation
in ECI.

Figure 1: Roadmap preparation process
1.5 Outline of the Roadmap
As pointed out earlier, the key role of this roadmap is to share the vision and objectives for BIM
Technology with various constituencies, to show how this technology support the larger strategic
goals of the ECI stakeholders, and to communicate a strategy for adoption and implementation of
BIM in ECI. Hence, it is understandable and clear that the roadmap cannot simply be a long list
of the technology's features.
Section One discusses on the background, objectives and scope of the roadmap as well as the
summary of planning approaches adopted in the course of roadmapping.
In an effort to establish a basic understanding on BIM Technology, Section Two presents a
summary of literature review on definition, function and benefits of BIM, as well as the barriers
and driving organizations and approaches worldwide. Section three provides briefings on
Ethiopian Construction Industry while focusing on its performance and contributions to national

economy, the extent of BIM adoption and the existing drivers of BIM adoption and capability
gaps.
The strategic framework including the policy framework, vision and mission statements are dealt
in Section Four while Section Five of the roadmap discusses on the list of identified stakeholders
with their potential roles in adopting BIM in Ethiopian Construction Industry.
Section Six outlines the proposed roadmap for BIM adoption while the recommendations
proposed for industry wide implementation of BIM are put forward Section Seven.
Finally, the potential risk factors and roadblocks that the industry shall be aware of and the
proposed mitigation measures are described in the last section of the roadmap.

2. BASICS ABOUT BIM TECHNOLOGY
2.1 BIM Definition
The term Building Information Modeling (BIM) refers to the ability to use, reuse and exchange
information, of which electronic documents are just a single component. BIM is much more than
3D rendering or electronic version of paper documents. By implementing BIM, “risk is reduced,
design intent is maintained, quality control is streamlined, communication is clearer, and higher
analytic tools are more assessable”.
“BIM is the development and use of a computer software model to simulate the construction and
operation of a facility. The resulting model, a BIM, is a data-rich, object-oriented, intelligent and
parametric digital representation of the facility, from which views and data appropriate to various
users’ needs can be extracted and analyzed to generate information that can be used to make
decision and improve the process of delivering the facility. The process of using BIM models to
improve the planning, design and construction process is increasingly being referred as Virtual
Design and Construction”.
At its highest level, a BIM model is an intelligent digital representation of physical and functional
characteristics about a capital facility. A BIM model has the following characteristics:
a. A BIM model is a parametric, relational database that ties together multiple layers of
information about specific objects – every object in the building. The model can also store
information far beyond design and construction details, and become the owner’s operation
and maintenance data source.
b. A BIM model is “smart”. A change to a component is reflected in all components to which it
relates. When making changes, not only the view changes but also the information in the
database of the model, and those views and analysis all use the same database.
c. A BIM model offers a constant 3D representation of the building. Because all the information
in a BIM model is 3D, a 3D view of a structure, from any angle, at any section, can be
generated at any time during the design process, and in the same programme the designers
and engineers are already working in.
d. A BIM model is an intelligent tool that can be used for study and analysis across multiple
disciplines. Because the elements in a BIM model contain their attributes and characteristics
(e.g. thermal conductivity, geometry, surface materials, etc.), the model can be used to
simulate a structure’s behavior.
e. A BIM model is a permanent and living document. With BIM, all the information is not only in
one place, the BIM model can be an active management tool in the whole life cycle of an
asset.

2.2 The function of BIM
BIM is not just a drawing tool but a new tool to holistically manage information relating to
construction projects from planning stage, to design, construction and operational stages. It is a
new way of working, using new technology to facilitate project management and execution, better
construction process control, cross-disciplinary collaboration, internal coordination, problem
solving, and risk management.
A building information model contains information of the geometry, spatial relationships,

geographic information, quantities and properties of building elements, cost estimates,
material inventories and project schedule. This model can be used to demonstrate the entire
building life cycle. As a result,
quantities and shared
properties of materials can be
readily extracted. Scopes of
work can be easily isolated and
defined. Systems, assemblies,
and sequences can be shown
in a relative scale with the
entire facility or group of
facilities. The construction documents such as the drawings, procurement details, submitted
processes and other specification can be easily interrelated.
A model could be used for the following purposes:

 Visualization: 3D renderings can be easily generated with lesser effort.
 Fabrication/ shop drawings: it can assist in producing shop drawings for various building
systems, for example, the sheet metal ductwork shop drawings can be quickly produced
once the model is completed.
 Simulation analysis: a model can be easily adapted to graphically illustrate the
performance of the building, such as direct sunlight study, natural ventilation, heat gain,
evacuation plans, etc.
 Facilities management: a model can be used for renovations, space planning and
operation and maintenance activities.
 Cost estimating: Some BIM software has built-in cost estimating features. Material
quantities can be automatically extracted and updated when any changes are made in a
model.
 Construction sequencing: a model can be effectively used to provide accurate
information for materials ordering, fabrication, and delivery schedules.

 Conflict, interference and collision detection/ checking: because BIM models are created
to scale and in 3D space, all major systems can be checked for interferences. As such,
this process can be used to verify whether building components are conflicting with each
other.
2.3 Benefits brought by the adoption of BIM
It has been said that Mature BIM is a socio-technical system that can be used to improve team
communication throughout the project life cycle, produce better outcomes, reduce rework, lower
risk, and improve both predictability of outcomes and operation and maintenance of the asset.
Project clients (such as property developers, investors/owners, the government and public
bodies) are generally recognized as the key stakeholders driving the adoption of BIM. From the
project client’s perspective, BIM can help to:
(a) Provide multi-dimensional visual images and timely information related to construction
projects;
(b) Test models and quickly generate options for better decision-making in respect of time,
cost, process, risk, etc.;
(c) Detect design faults (especially clashes) and minimize the number of changes;
(d) Improve site safety management and security during operation through early
identification of the sufficiency of various relevant equipment provided
(e) Enhance financial risk management and minimize financial claims due to variations and
delays;
(f) Facilitate better project coordination by bringing together relevant participants in the
construction project to collaborate and achieve an integrated design at an early stage;
(g) Facilitate third party and public engagement by enhancing communications with a view to
soliciting the support of the community at the project planning stage.
(h) improved capital investment costs and life cycle costs(lower costs and better
predictability)
(i) improved project schedule
(j) improved quality-cost ratio (higher quality with the same costs or the same quality with
lower cost) through better analysis and simulations supporting decision-making
(k) improved marketing by better communication and service for clients
In general, table 1 illustrates a summary of benefits commonly stated in various literatures that
other stakeholders in the construction industry may perceive by adopting BIM in the construction
value chain.

Table 1: BIM benefits to the stakeholders in the general construction value chain
No Stakeholder Benefit Brought by the Adoption of BIM

1 End-user  improved efficiency of construction and hence earlier use of the
(Community) of facility and less disturbance during construction
infrastructure  improved understanding of the expected end-result through
visualizations and virtual prototypes
 improved safety and security during operation through early
identification of the adequacy of relevant equipment provided
2 Facility Manager  improved life cycle costs (lower costs and better predictability)
 improved quality-cost ratio through accurate and up-to-date as-built
and maintenance information
 improved safety and security during operation through early
identification of the sufficiency of various relevant equipment
provided
 facilitation of addition, alteration and improvement works at a later
stage
 facilitation of asset management
3 Contractor  improved productivity by efficient information processes within
individual tasks and among different tasks during bidding, cost
estimation, scheduling, procurement, site activities, etc.
 improved quality-cost ratio through better productivity and fewer
errors
 mitigated/ avoided risks leading to economic loss
 improved competitiveness by better communication and service for
clients
 improved project safety and environmental performance
4 Construction  positive impact on project schedule and cost estimation
Professional  improved productivity through lesser rework because of changes and
(Architect, contradicting documents
Engineer,  improved quality-cost ratio through better coordination of different
Surveyor) disciplines
 overcoming of practical difficulties and avoid contradictory design at
early stage
 improved competitiveness by better communication and service for
clients
5 Manufacturer and  improved market segment through better understanding by
Supplier of professionals of the suitability for particular projects
Construction  improved productivity and quality-cost ratio by streamlining the
Material and information flows between product requirement and manufacturing
Component processes
6 Software Industry  demand for system development and enhanced technology by
widespread use of BIM
7 Insurance  improved quality-cost ratio by reduction of financial risk through
Industry better information flow and transparency
 reduction of claims due to unsafe work
2.4 Barriers of BIM Adoption and Implementation
BIM is increasingly in demand within the construction industry internationally in recent years. The
application of the technology reconciles several problems within the project teams such as
delays, rework, miscommunication, and other related to inefficiencies that affect project success.
While it is actively employed by the majority of the developed countries, however, BIM is not as

advanced in most developing countries. This section, therefore, provides insights on the
identification of the main barriers in adopting BIM technology.
The levels of usage of BIM globally, especially in the developed countries are extensively
reported. Despite many challenges, the inevitable recognition of BIM across the Architecture,
Engineering and Construction (AEC) industry worldwide are acknowledged due to its promising
benefits. Amongst the continuous BIM benefits gained by the industry practitioners are cost and
time savings, quality and performance improvements, clash detection, improved accuracy,
enhanced collaboration and communication, better presentation and documentation process,
improved planning and design, and better visualization.
While many construction projects in developed countries are progressively enforcing BIM, the
cultivation of the technology in developing countries is lagging behind. For example, although BIM
has slowly increased in the Middle East, a recent survey reported that the adoption level is still
unsatisfactory with a low percentage of BIM users. The main obstacles identified were;
comparison of BIM to CAD, resistance of change, and BIM as additional cost. While in Nigeria,
amongst barriers affected the BIM acceptance in the country are lack of government support,
lack of awareness, and cost. Whereas, the enablers encouraging BIM implementation include
training, awareness, government support, and software.
Mandating BIM for construction projects by government sidelines the eagerness of a company or
individual to voluntarily implement BIM and learn from the process. Apart from invigorating
temporary interest in doing implementing BIM, it will discourage the realization amongst the
users of how BIM could better facilitate their practices. This might also be the underlying reason
for the reluctance of people to apply BIM that finally grows into their organizational culture. By
not being self-motivated into understanding how a technology enhances processes, but only
operating it mechanically, could lead to learning difficulties; hence, more technical issues might
occur during the utilization. Consequently, more training should be organized, as well as
emphasizing exposure at all education levels to produce more expertise in BIM.
Additionally, cost often becomes the most prominent challenge in deploying BIM especially by the
small-scale companies. Unwillingness to purchase software and to upgrade existing hardware is
typically based on the belief that the return is not profitable for their investment. Indeed, more
clients nowadays demand the BIM usage, conceiving the potential of the technology to bring
more benefits in their infused projects. Thus, there should be significant opportunities for the
construction players to be more competitive and to thereby survive in an increasingly challenging
industry.
In general, the following are the major challenges or barriers of adopting and implementing BIM:-
 Lack of demand for BIM,
 Existing Culture and Mindset/ Entrenched current 2D and 3D drafting practices,

 Steep learning curve to build BIM Expertise,

 Lack of ready pool of skilled BIM manpower,
 Investment, Time Cost and Effort,
 Standards and Protocols,
 Contract and Submission Requirements,
 System Compatibility and Data Exchange,
 Collaboration, Work Sequence and Procurement Models,
 Legal, Rights and Insurance Issues, and
 Data Accuracy and Accountability.
2.5 Driving Organizations and Approaches Worldwide
Quite a number of countries are working on the enablement of BIM adoption. Table 2
summarizes the type of organizations that have led and pioneered BIM adoption and
implementation in the respective countries.
Table 2: Type of Driving Organizations
S/n Country Type of Driving Organization

1 USA Government
2 Canada Association
3 United Kingdom Government
4 Germany No centralized collaboration
5 Demark Government
6 Norway Government
7 Finland Government
8 Netherlands Government
9 Iran Association
10 Singapore Government
11 South Korea Government
12 Australia Public Organization
13 Middle East Association
14 Mainland (China) Government and Academy
Potential roles of the public sector for BIM adoption

The public sector plays a primary role in leading industry towards BIM adoption. In some
nations, the public sector is the major driver of BIM adoption. Undoubtedly, support and
demonstrations by the public sector are important regarding BIM development. Based on the
review and comparison of BIM variables and implementations in different countries, six

major roles of the public sector regarding BIM adoption are analyzed and illustrated in Fig.2,
which are (1) initiators and drivers, (2) regulators, (3) educators, (4) funding agencies, (5)
demonstrators, and (6) researchers.
Figure 2: Roles of the public sector for BIM adoption

3. ETHIOPIAN CONSTRUCTION INDUSTRY
3.1 Performance and contributions
3.1.1 Role in Ethiopian Economy
Construction industry makes significant contributions to the socio-economic development

process of a country. Its importance emanates largely from the direct and indirect impact it has
on all economic activities. It contributes to the national output and stimulates the growth of other
sectors a through backward and forward linkages.
In order to identify and estimate the total economic contribution of the construction industry to
an economy, one has to look beyond the direct expenditures made by the industry itself, since
there is a ripple effect of the expenditures made for goods and services supplied to the industry.
Likewise, business revenues generated from supplying of goods and services to the construction
industry are paid out in wages, and material costs, which in turn are spent on living costs. This
multiplier effect enlarges the economic impact of the initial construction industry expenditures. In
other words, the initial wave of spending generates a second and third wave of spending as
wages paid and profits made on the direct construction spending spins through the economy in
several cycles. Thus, the original direct expenditure yields a greater economic impact than just
initially spent.
A. Contribution to national income

The construction industry has important contributions to the Ethiopian economy, as
demonstrated by its share in the GDP. In 2010EFY (2017/18), the constructor sector
represented more than 9.8% of Ethiopia’s Gross Domestic Product (GDP) . As shown in figure 4,
the sector has registered relatively higher growth as compared to the growth of GDP during the
2003-2010 EFY period.
Figure 3: Trend in Construction sector Figure 4: Trend in growth rate of construction

contribution to total GDP (2003 - 2010EFY) and total GDP (2003 - 2010EFY)
B. Contribution to employment
The role of the construction industry in terms of creating employment opportunities especially in
urban areas is becoming visible. According to the 2013 National Labour Force Survey (NLFS), the

construction sector provided job opportunities for more than 830,000 persons out of the total
the size of employed population aged ten years and above was 42,403,879 persons in June
2013.
Figure 5: Trend in the size and share of construction in total employment creation
3.1.2 Status of development stage
The construction activities have been and are increasing from time to time in number, type and
complexity of projects notably within the past two decades. In response to the boom in the
construction service demand, the total number of registered construction firms and Micro and
Small Scale Enterprises has been increasing.
In most developing countries like Ethiopia a fairly sizeable portion of construction, the traditional
sector concerned with small projects, is carried out in the non-monetary category of the
economy. The remaining construction activity, largely infrastructural projects and urban
development, is executed by means which vary with the level of development.
As shown in fig. 6, five stages can usefully be outlined in the development of this part of the
construction industry: (1) foreign firms do most of the work, since they are the only ones with
enough expertise to handle larger projects; (2) local subcontractors develop; (3) small local
contractors execute the smaller projects; (4) local contractors take over most local work,
regardless of magnitude, joint venturing with foreign firms as necessary; and (5) local contractors
go abroad.
Figure 6: A model illustrating construction industry development stages

Despite a continuous increment in the total number of registered contractors, it can be said that
the Ethiopian Construction Industry hasn't at all crossed stage three (3) of the five-stage
development process.
3.1.3 Construction Projects Performance
Based on Material Project Information obtained from Construction Sector Transparency Initiative
(CoST-Ethiopia), in 2016, the Ethiopian Construction Project Management Institute in close
collaboration with the World Bank Governance Global Practice (GGP) Ethiopia Country Office (CO)
has undertaken evidence based analytical work on the performance of construction contracts in
a more quantitative ways with the objective of identifying gaps between expectations and actual
performance of construction contracts and to recommend action plans for the improvement and
effectiveness of contracts delivery.
The identified gaps compared to global good practice in the industry such as, for example, the UK
practice, is schematically exhibited in Fig. 7. The three axes of the triangle represent time overrun
(TO), cost overrun (CO) and project quality management maturity level (PQMML). The inner values
represent KPIs of the study. The difference shows the gap between the construction industry of
the Country and the good practice.
Figure 7: Comparison of Performances with the International Good Practices
Reasons for cost and time overruns of projects are attributed to design incompleteness, design
changes, scope changes, changes in volume of work, poor initial estimation of completion time,
force majeure and other reasons. As can be noted from this Study, most of the reasons arise at
earlier stages of the project cycle (gaps in strategic project planning and preparation) thus
showing more serious gaps related to project feasibility/planning, design and tender documents

preparation. Equally important gap is associated with ineffective contracts implementation

management that includes risks management and performance monitoring practices.
The study has also indicated that DBB is the most practiced type of delivery system in the three
subsectors (90% in building, 83% in road and 100% in water subsectors) and highlighted that the
traditional DBB construction contracts delivery approach may not be the best system for all
circumstances and is criticized for many drawbacks.
In a nutshell, the study has pointed out that in the Ethiopian context, the reasons why
construction contracts have been under-performing and failing to meet the expectations are
attributed to the following root causes:
a. Less attention given to the earlier stages of project cycle including inadequate risk
identification and management;
b. Failure to introduce modern project delivery systems;
c. Inadequate contract management system;
d. Failure to treat project in its entirety as a single system, i.e. low level of overall
integrated project cycle management system knowledge and applications
e. Sector governance weakness in procurement, licensing, among others; and
f. General decline of professionalism.
3.1.4 Construction Project Management Maturity Level
The increasing acceptance of project management indicates that the application of appropriate
knowledge, processes, skills, tools, and techniques can have a significant impact on project
success. Introducing Modern Construction Management Principles, procedures and Techniques
for Ethiopian Construction Industry is one of the most important modern thoughts that shall be
taken as performance improvement measure.
Systematic and sustained improvement effort, however, requires among others knowledge of
where the current status of the practice is. To this respect, in 2009EFY ECPMI conducted a
survey to assess the CPM Maturity Level of 107 construction firms of Grade 1 to 3 and 14
consulting firms of Grade 1 to 3.
Figure 8: CPM Maturity Level of Surveyed Consultancy and Construction Firms

In general the assessment of the PM maturity of the construction industry of Ethiopia on the
basis of Practice and Process maturity dimensions reveals the low level of PM development in
the country's construction industry (Level), i.e. the extent of use (maturity) of project management
processes and practices in the construction industry of Ethiopia is low. This shows that most of
the project implementers in Ethiopian Construction Industry perform the knowledge areas
informally without following structured approach or guide line, relying solely on the knowledge
and experience of the project manager or project team, and on average they are performing only
the basic practices under each knowledge area. Moreover, most of the implementers do not
perform all the necessary processes that are required to manage construction projects
successfully.
3.2 Review of BIM Adoption in Ethiopian Construction Industry
3.2.1 Existing BIM uptake in Ethiopia
Few organizations and companies in Ethiopia have begun to delve into BIM topics in the past few
years and widen the application of information technology in the construction industry. Despite
this, it can be said that BIM is at its infancy stage in Ethiopia.
As mandated body to fulfill the target set in GTP II - pilot and appraise the applicability of BIM to
the Ethiopian Construction Industry; ECPMI has so far undertaken the following major activities
during the 2010 and 2011EFY:
 Acquisition of genuine server based BIM software package with three years’ maintenance
subscription license and training manuals,
 Acquisition of 20 BIM compatible desktop computers,
 Training and certification of 18 trainees with the application of BIM technology,
 Additional practices on BIM technology to sharpen trainees' capabilities,
 Piloting on two projects (Converting the Conventional design packages of 40/60
2B+G+13 and B+G+7 ECWC (ICT Park) Buildings to Integrated Design using BIM
technology, and
 Developing a BIM Road map for BIM adoption.
The piloting of BIM on 2B+G+13 housing typology and B+G+7 prefab building have made it
possible to identify the following major problems in the original design packages:
i. Over and under estimation of quantities,
ii. Missed items (as per the standard method of measurement),
iii. Clash detections and mismatches among various design documents,
iv. Non-constructible design elements,
v. Insufficient design documents, and
vi. Improved visualization, design review and documentations

In the course of this roadmapping exercise, two plenary sessions were organized in February and
March 2019 with themes focusing on Why the Ethiopian Construction Industry needs to switch
to BIM? and how BIM can be adopted and implemented in Ethiopian Construction Industry?
Whereby more than 400 participants representing relevant government institutions, higher
learning institutions, professional associations and post graduate students researching on BIM
have contributed essential inputs. BIM practitioners from Germany and locals have also shared
their insight and vision in the future application of BIM. While appreciating its immense potentials
in enhancing the performance of ECI; the successful seminars were over-subscribed which
reflected the industry’s interest in BIM with the following challenges set out by the participants:
 Intended government's support package to incentivize private sector investment on BIM,
 Has the environment conducive for BIM adoption and implementation established? - scale up
the awareness creation effort, incentive BIM promoters,
 Legal framework for BIM implementation,
 Who will be hold accountable should the technology fails to bring about the expected
changes?
 How financially feasible is the technology?
 Instead of limiting its scope to building sector along, the strategic framework shall address
the whole sectors of construction industry
 While emphasizing its potential in prompting transparency, the technology adoption shall
consider the local context
 Prohibitive cost associated with Infrastructure for BIM adoption and implementation; the
government shall supply the consultants and contractors with BIM package
 BIM shall be first implemented in Public projects and later in private sector
 The BIM roadmap shall be championed by ECPMI while the institute work in collaboration with
CIC
 Inclusion in curriculum as a chapter, module, program at under-and post-graduate levels
 How you intent to make BIM accessible to higher learning institutions?
 Why BIM? Have we explored other similar digital information technologies?
 BIM shall not be taken as a cure-for-all . we need to change work culture. Moreover the
successful implementation of the roadmap shall be backed by pertinent studies
 Preferable to make BIM mandatory by project cost instead of storey number
 While emphasizing its effectiveness in global practice, It is better to focus as to how
implement BIM instead of attempting on piloting and appraisal efforts
In general, the aforementioned concerns are categorically summarized in to the following sets of
challenges:
(a) Challenge 1: Lack of demand for BIM, Existing Culture and Mindset
(b) Challenge 2: Awareness creation and capacity building

(c) Challenge 3: Legal framework

(d) Challenge 4: Collaboration and integration of efforts
(e) Challenge 5: Investment and incentives
3.2.2 BIM related Ethiopian Standards
The Ethiopian Standard Agency (ESA) has released the following three BIM related standards
in 2018:-
i) ES ISO 12911:2018. First edition (20-11-2018). Framework for building information
modeling (BIM) guidance (Identical with ISO/TS 12911:2012) ICS:91.010.01.
Published by Ethiopian Standards Agency (ESA/ISO)
ii) ES ISO 29481-1:2018. First edition (20-11-2018). Building Information Models -
Information Delivery Manual - Part 1: Methodology and format. (Identical with ISO
29481-1:2016). ICS:91.010.01. Published by Ethiopian Standards Agency (ESA/ISO)
iii) ES ISO 29481-2:2018. First edition (20-11-2018). Building information models -
Information delivery manual - Part 2: Interaction framework (Identical with ISO
29481-2:2012). ICS:91.010.01 Published by Ethiopian Standards Agency (ESA/ISO)C
3.3 Drivers and capability gaps in ECI
In light of the discussions made in the preceding section 3.1 on its performance and
contributions, it is apparent that the Ethiopian Construction Industry is facing the following major
Drivers - burning desire to:-
1) Annul the customarily said statement " It has been a rule than an exception to witness
construction projects with cost overrun, time overrun and substandard quality of
products";
2) Strengthen the integration and collaboration among industry's stakeholders at all levels;
3) Pay attention to the earlier stages of project cycle including adequate risk identification
and management;
4) Introduce modern project delivery systems promoting supportive behavior across the
supply chain,
5) Enhance the project management maturity level;
6) Treat project in its entirety as a single system,
Motivated by the above stated drivers, it is high time that ECI shall seek for solutions that will
improve its performance. This is the Industry's Capability Gap: A technology that changes how
buildings, infrastructure, and utilities are planned, designed, built, and managed more
economically, efficiently and effectively than the existing technology.

The national motivation factors or key driving forces behind the adoption of BIM, hence, are to
overcome the following capability gaps which are the barriers or shortcomings that stand in the
way of meeting the above stated drivers.
i) Uplift productivity by better project management, risk management, consistency and
quality of output,
ii) Facilitate cost saving, waste reduction and “value for money” of capital expenditure, and
iii) Enhance capability of construction in terms of innovation and value-added.
In a nutshell, it is expected to benefit from the productivity gains of BIM implementation in the
design and building of construction projects in general and large and complex projects in
particular. ECI looks ahead to achieve significant financial and time savings by avoiding the
project planning issues that would otherwise only be detected at the construction phase,
reducing the number of audits and time needed, and using sections of the tender documents as
models.
Furthermore, the adoption of BIM is already a global trend. Ethiopian construction industry must
keep up with the fast pace of the global adoption of BIM so as to bring its Architecture,
Engineering and Construction (AEC) to competitiveness level in the region and even in the world.
Ethiopia’s AEC companies would need suitable BIM skill sets to compete for jobs/ projects
outside the local market in the foreseeable future. It is reported that the BIM technology will be
one of the standard norm in the future of construction management process in many nations.
Considering the globalization issue and world trade organization impact, stepping towards
familiarizing the industry with such new technology would be vital for ensuring the
competitiveness of local companies by enhancing their capacity.
3.4 Summary of BIM Uptake Level
To evaluate BIM maturity and its contribution to construction value, the Stanford University’s
Center for Integrated Facilities Engineering (CIFE) started the research and development of the
Virtual Design and Construction (VDC) Scorecard since 2009, a methodical framework (Figure 9)
focusing on qualitative planning as well as quantitative performance metrics and other areas to
track and control BIM/ VDC use. Evaluations are benchmarked against other current projects
around the world, and the "scores,” are used to identify areas of strength and weakness to drive
performance improvements.
The overall VDC Score illustrates how the project is ranked among other projects in the global
market via a 5-level innovation ranking system (Conventional Practice - without BIM, Typical
Practice, Advanced Practice, Best Practice, Innovative Practice). The ranking
system/ VDC Scorecard covers 4 areas of VDC performance: Planning, Adoption, Technology and
Performance. These 4 areas are further divided into 10 divisions: Objectives, Standard,

Preparation, Process, Organization, Maturity, Coverage, Integration, Quality and Quantity. Under
each division, there is a total of 56 measures that will be evaluated quantitatively or qualitatively.
Furthermore, the VDC Scorecard is being continuously validated and refined with the intent to
continuously align with the industry practice.
Figure 9: Framework of VDC Scorecard
Table 3: BIM Practice Level on BIM Score
Description of BIM Practice by Leading Practice

Dimension Sample indicators
Countries
percentage of projects with
The country has established domestic standards
quantifiable objectives, VDC
and guidelines for BIM implementation, and
planning process and objectives,
Planning governmental agencies or jurisdictions within the
number of process benefits,
country may have individual BIM requirements
%age of projects covering VDC
for both public and private projects.
guidelines,
average percentage of high rates of BIM adoption, due to both
stakeholders involved, governmental or owner requirements, as well as
Adoption
stakeholders attitude towards pressure to maintain competitive advantage in
VDC, average number of phases an increasingly BIM-enabled marketplace.

Description of BIM Practice by Leading Practice

Dimension Sample indicators
Countries
covered by stakeholders
efficiency of VDC/BIM integrated
project-wide meeting, average
The technology employed in the country is both
number of IDP characteristics,
broad and mature. BIM are commonly used for
average percentage of product
Technology visualization, documentation, performance
elements modeled in 3D,
analyses, and increased automation of design
percentage of projects with less
and construction tasks.
than 5% of interoperability
information loss
satisfaction with qualitative
objective, satisfaction with The country has demonstrated improved
quantitative objective, performance with BIM adoption. Assessments of
Performance percentage of project BIM’s contribution to increased performance are
stakeholder showing a sense of done using benchmarks or performance targets
satisfaction or more positive based on historical data.
emotions
Compared with international practice of BIM with respect to these four areas, it is clear that
Ethiopia is rated as Conventional Practice" (without BIM).

4. STRATEGIC FRAMEWORK
4.1 Policy Framework
The broader objective of the road map is to ensure a construction industry where integrated
delivery of projects prevail through adoption and implementation of BIM technology in a phase,
scaled and targeted approaches. Exhibit 1 describes the mission/targets set out in the FDRE
Construction Industry Development Policy (CIDP) and GTP II that the roadmap has benchmarked
for setting its overall goal.
Exhibit 1: Benchmarks for BIM Roadmap overall goal

The FDRE Construction Industry Development Policy has envisioned to see a competitive construction
industry at continental and international level by 2025. The policy document set out 11 strategic
goals of which fulfillment would ensure the realization of the vision. The following two among the
strategic goals, have direct relevance to the adoption and implementation of BIM in Ethiopian
Construction Industry (ECI): -
1) Indigenous construction industry stakeholders with increased local construction market
share, and Export Standard Products and Services through building their implementation
capacity and ensuring their competitiveness in delivery time, cost and quality performances;
and
2) Enhanced construction delivery capacity and competiveness through promoting integration
and collaboration among industry players, and strengthening continental and international
partnership.
The strategic directions of the construction industry during the period of GTP II and beyond include
among others: enhancing transparency and accountability in the industry; Moreover, enhancing
management of construction projects and technology transfer; strengthening competitiveness of the
construction industry, and creating enabling environment for those actors and professionals of the
sector are the other strategic directions which will be given due emphasis during the period of GTP II.
In line to these strategic directions, GTP II, under the National Construction Project Management
Capacity Building and Technology Transfer Program, has set out the following main target: it is
planned to bring about significant change in construction performance by ensuring the application of
sample construction projects implementation tools (like kaizen, integrated project work management
and information system). During the GTP II period, building modeling will be implemented as one of
the reform tool in the construction industry.
4.2 Vision
In general, vision statement gives answer to where we want BIM to get to by year 2017? Or What
we want to accomplish for BIM adoption & implementation by year 2017? To this regard and
subject to further redefinition and refinement through stakeholders' inputs, ECPMI has proposed
the following vision/s.
Vision 1: To see BIM as an industry standard for the implementation of building projects
worth more than 250 million ETB by 2025.
Vision 2: To see an AEC Industry with "Typical Practice Level" on BIM/VDC Score rating
system by 2025.

5. STAKEHOLDER ANALYSIS
5.1 Themes for stakeholders identification
Six key themes are identified with a cross-section of representatives from the Ethiopian
Construction Industry as relevant to the development of a roadmap for BIM uptake and
implementation: Lead agent role, Client role, Mandates, Pilot Projects, Metrics, and Standards.
5.1.1 Lead Agent Role

The ability of information technology to transform organizations and entire industries1 is widely
accepted where the context is characterized by change. The relationship between new technology
and the institutional environment is important because implementation of new standards and
processes may require changes to agreements which can in turn affect the economic
performance of the industry.
While collaborative decision making and stakeholder engagement is generally necessary to
achieve such transformation, it is also necessary to have a steering agent responsible for
developing overall guidelines and frameworks for operation of an industry sector. This also
requires a common communication platform for performance and productivity improvements and
measures associated with technology uptake.
5.1.2 Client Role

The key clients for the delivery of physical and economic infrastructures are instrumental in
playing the leadership role in BIM adoption and implementation so long as they recognize the
importance of their role in facilitating greater productivity through the use of data associated with
BIM/VDC.
5.1.3 Mandates
BIM mandates by many government entities demonstrate how enlightened owners can set
specific targets and empower design and construction companies to leverage BIM technologies
to meet and exceed those goals, also driving BIM into the broader project ecosystem in the
process. Research showed that although a mandate by the central government can promote the
accelerated uptake of new technologies, there are other ways in which public clients can take a
leadership role. Some studies also show that there seems to be little demand for a formal
mandate without a period of testing and piloting the use of BIM/VDC. It was however
acknowledged that a mandate from a single government agency could lead the industry as a
whole towards a higher uptake of BIM/VDC and the realization of significant benefits from more
integrated systems.
1
Industry being not only suppliers and clients but also the regulatory framework and industry associations
which form the institutional environment

5.1.4 Pilot Projects

Pilot projects can be used to validate and demonstrate the readiness of outputs. Exemplar
projects can help increase acceptance and accelerate the uptake of well-designed collaborative
BIM processes.
It is to be highlighted that pilot projects are an important factor in increasing acceptance of new
technologies and ways of working. They help to understand implementation issues and can be
used as learning tools by disseminating the outcomes and learned lessons.
5.1.5 Metrics
Although BIM and more integrated models promise many benefits, there are very few metrics
available that can objectively measure and quantify the productivity improvement and other
intangible benefits.
Without such metrics, teams and organizations are unable to consistently measure their own
successes and/or failures. Performance metrics enable teams and organizations to assess their
own competencies in using BIM and, potentially, to benchmark their progress against that of
other practitioners. Furthermore, robust sets of BIM metrics lay the foundations for formal
certification systems, which could be used by those procuring construction projects to pre-select
BIM service providers.
The lack of agreed and readily available metrics for assessing the benefits of BIM/VDC
implementation is largely acknowledged and is commonly mentioned as an issue to make the
business case for BIM/VDC. Publically available information of this kind is an important element
in demonstrating the medium to long-term benefits of adoption of digital modeling. While firms
do establish and report on internal KPIs such as those to monitor time-savings, return on
investment, error reduction, there is no national or global standard for the gathering and
reporting of such data which is then made available more broadly to enable policy settings and
drivers to be set in place.
5.1.6 Standards
Good standards provide clear requirements that set minimum conformity specifications and
strike the right balance between too many and too few varieties; this works in the best interests
of both the product supplier and the consumer. They enable trade, improve safety, facilitate
efficient use of resources, reduce time, improve quality, permit compatibility and aid integration.
The availability of national standards avoid duplication across the industry and allow the use of
libraries that would in turn reduce the cost burden of adoption and make the transition more
accessible to small and medium-sized enterprises.

5.2 Identified stakeholders with their roles
The mandates of stakeholders that are believed to have potential roles in the adoption and
implementation of BIM Technology to ECI are outlined here below.
5.2.1 The Ethiopian Construction Industry Council

The Ethiopian Construction Industry Council established having the objective to deliberate and
provide direction on policy biddies on modernizations the industry, to provide solutions on the
challenges and enhance the contribution of the construction industry in the overall national
development(council of Ministers regulations No. 419/2017).
 The Construction Industry Council (CIC) will be the leader of this road map for the widely
adaptations of BIM technology in the Ethiopian Construction Industry which leads the
industries for the Integrated Project delivery system. The council will set BIM Technology
as criteria for the design approval, Procurement, construction and Building use permit in
the future of the construction industry.
 The Council give technical advisory on the adoptions of BIM technology, distribute tasks
for the stake holders and evaluate the performance and adoptions of the technology and
taking remedial actions.
 As a statutory platform for communication and collaboration among construction industry
stakeholders, the CIC shall take the initiative to spearhead the adoption of BIM and keep
Ethiopian construction stakeholders abreast of international standards and
developments.
5.2.2 Public clients

 Play the leadership role in BIM adoption and implementation through taking the lead so
as to create market demand
5.2.3 Minister of Innovation and Technology

 Ensure adequate fund to build up BIM capability and sustaining those activities.
 To develop and improve the national productive capacity and competitiveness
through efficient application of innovation e.g. Using BIM technology.
5.2.4 Ministry of Urban Development and Construction

 Allocation of sufficient fund for incentivizing the BIM adopters and supporting
investment on BIM technologies.
 Facilitate on the adoptions and Implementations of BIM technology in the
constructions industry.
 In collaboration with Ministry of Finance, work on ways of changing of
procurement practice.

5.2.5 Ministry of Science and Higher Educations

 To formulate strategies to enable higher education to address the development
needs of the country and the way how BIM technology will be part of their
curriculum.
 To formulate strategies that are compatible with domestic and international
developments.
 Working Collaboratively on the development of BIM guide, manuals and check
list.
5.2.6 Ethiopian Construction project management Institute

 Providing necessary manpower, finance for the required tasks.
 spread the use of BIM and working closely with all stake holders.
 Initiating for the development of standard and guideline for the adoptions of BIM
in the country.
 Creating Seminars, work shop on BIM technology and international practices
 Providing training for selected professionals and showing the way for the
disseminations of the technology etc.
5.2.7 Universities and training institutes

 Adding BIM courses to their under-and post-graduate curriculums.
 Implement a fast-track training programme for in-service professionals and
management staff to understand integration from a management perspective
instead of a technical perspective.
 Provide on-the-job training, which provides professionals and technicians with
practical experience using BIM.
5.2.8 Professional Associations

 Working collaboratively for the implementations and adoptions of BIM technology
in the construction industry.
 Creating awareness about BIM technology for their members.
 Participating on further development of BIM road map and working for the
success of the road map.
 Working collaboratively for the development of BIM guide, manuals and check
list.

6. THE ROADMAP FOR BIM ADOPTION
Increasing BIM adoption requires greater collaboration and that stakeholders be motivated
and given the right capabilities (see Fig. 9). Industry stakeholders must understand how BIM
benefits them, adds value rather than cost, and is the necessary first step towards industry
digitalization. Adoption requires better teamwork through using integrated contracts, new
forms of collaboration and open data-sharing standards to bypass the limitations posed by
proprietary software. It also requires helping workers develop new skills, and changing
behaviors to support new processes. At the government level, it requires a long-term
commitment and innovative financing to get the technology into the hands of stakeholders
who need it. Specific steps are further delineated in 27 actions listed in Table 4.
The major challenges associated with the adoption of BIM are Lack of demand for BIM,
entrenched current 2D and 3D drafting practices, steep learning curve to build BIM Expertise
and lack of ready pool of skilled BIM manpower. The first two challenges are associated with
resistance to change and lack of stakeholders' motivation to adopt BIM while the latter ones
relate to weakness in BIM capability & capacity. Heeding these challenges and with due
cognizance of the fact that BIM adoption requires greater collaboration of industry
stakeholders; BIM adoption strategies are formulated with their specific action steps further
delineated as shown in table 4.
Figure 10: BIM Adoption Cycle

Table 4: Challenges - Strategies - Action - Timeline
Strategies
Challenges Actions Timeline2
What shall be done? How?
Resistance to MOTIVATION - Motivate M1:Articulate BIM’s A1) Establish Center for Construction IT, help key agencies and construction firms Year 1
change and lack of stakeholders: Industry benefits across the to kick start BIM
motivation to adopt stakeholders must entire lifecycle A2) Develop and pilot use cases that include BIM applications /A2) Leverage BIM Year 2
BIM understand how BIM benefits data to optimize design
them, adds value rather than A3) Use BIM and demonstrate benefits in pilot projects/ Work with Key agencies Year 2
cost, and is the necessary on pilot projects
first step towards industry
A4) Work with key agencies to prepare consultants and contractors of the public Year 3
digitalization/ Public sector
sector projects to be BIM ready
taking the lead
M2: Think of BIM as a A5) Develop benchmarks against which BIM costs and benefits can be measured Year 3
value creator, not as a A6) Allocate BIM costs and savings separately from other financial data to Year 3
cost factor increase transparency
A7) Develop an industry standard for calculating BIM ROI Year 4
A8) Publish BIM ROI assessments of pilot projects Year 4
A9) Promote success cases through BIM Competitions >Year 4
M3: Approach BIM as A10) Implement BIM as platform to store, manage and share data required by Year 2
the essential first step new technologies
to digitalization A11) Develop BIM standards and specifications for digitized built environments Year 2
A12) Build up digitized built environments and use them for financial planning >Year 3
COLLABORATION - From C1: Use integrated A13) Increase the share of projects that use integrated contracts >Year 3
sound understanding to contracts and redefine
common purpose: A risk-return mechanisms
teamwork environment, an C2: Set up early A14) Revise corporate cultures, structures and processes for more >Year 3
essential condition for BIM collaboration and comprehensive collaborations
adoption, shall be communication among A15) Develop BIM collaboration procedures (e.g. CIC BIM Protocol) >Year 3
establishing through using stakeholders
integrated contracts, new
C3: Establish data- A16) Support developing global conventions for data generation >Year 3
forms of collaboration and
sharing standards and A17) Support bottom-up consortia to standardize BIM data exchange >Year 3
2
As of 2012EFY (2019/20)

Strategies
Challenges Actions Timeline2
What shall be done? How?
open data-sharing standards open systems A18) Support emerging data marketplaces >Year 4
to bypass the limitations A19) Develop regulations to protect BIM IP and data ownership >Year 4
posed by proprietary
software.
Weak BIM ENABLEMENT - Removing E1: Establish BIM skills A20) Integrate BIM into general design and engineering classes/ BIM Curriculum Year 2
capability & impediments: industry along the full value in Academic Institutions
capacity stakeholders must get the chain A21) Create up-skilling courses with professional education providers Year 3
right capabilities through A22) Institute a broad set of up-skilling programmes (e.g. job rotation, >Year 3
helping workers develop new mentorships etc.)
skills, and changing
A23) Develop simple BIM software that emphasizes usability >Year 3
behaviors to support new
A24) Incorporate BIM skills training in public engineering, procurement and O&M >Year 3
processes. Moreover, at the
organizations
government level, it requires
a long-term commitment and A25) Promote growth of BIM Communities Year 1 to 2
innovative financing to get A26) Equip the future generations of ACE Professionals through Awareness Year 1 to 2
the technology into the hands Seminars, Internship program
of stakeholders who need it. E2: Change behaviors A27) Adopt BIM as part of a comprehensive change management programme >Year 4
and processes, not just A28) Streamline processes before adopting BIM >Year 3
technology
E3: Make a long-term A29) Make a long-term commitment to include BIM in projects/ Mandatory Year 4-6
commitment and Architecture and Engineering BIM e-submissions for all new building projects >
support innovative 5000m2
financing A30) Create innovative BIM business and financing models / Construction >Year 3
Productivity and Capability Fund - BIM Fund to incentivize BIM adopters through
Firm level and Project collaboration schemes
A31) Establish BIM center of excellence >Year 5

7. NEXT STEPS
7.1 Recommendations for the industry
Specific recommendations for the industry are:

(i) The development of a national strategy for the adoption of integrated project
environments in Ethiopia will require the leadership and coordination of a lead agent to
engage with other lead industry associations and disseminate information.
(ii) Leverage on the fact that main construction clients are regional states and federal
government agencies. As such, these organizations are in a unique position to
influence the uptake of new technologies and processes.
(iii) Use pilot projects, monitored and evaluated to build a knowledge base especially in
terms of productivity benefits and processes associated with the uptake of BIM and
IPD.
(iv) Build consensus on standard performance indicators and metrics to prove the business
value of BIM and IPD in terms of project, business and industry-wide productivity gains.
(v) Develop national standards to provide a framework for a nationally consistent approach
for uptake that reduces macro-economic burden of adoption and increases
productivity. The scope should include, but not be limited to architectural, structural,
civil engineering, and MEP BIM models in stages of conceptual, preliminary design,
detailed design, construction and as-built; Annex 2 outlines the recommended
elements that the standards shall comprise.
(vi) Planning: Invest in shared BIM standards to harmonize BIM implementation across a
spectrum of design, construction, and operation disciplines. Establish performance
measures and target goals.
(vii) Adoption: (1) Establish BIM and VDC education programmes at all levels from executive
to apprentice to keep decision-makers informed of latest value propositions and
strategies leveraging BIM, and build skill sets of the Architects, Engineers, Contractors,
Owners and Operators (AECOO community) who design, deliver, and manage the built
environment. (2) Incentivize beneficial use of BIM in public and private projects through
education grants, bonuses, and/ or benefit sharing agreements.
(viii) Technology: Engage implementation in all categories of BIM users from visualization to
automation, throughout the AECOO community, and in all stages of project life cycle
from conceptualization to operation and recycling.
(ix) Performance: Develop meaningful corporate, industry, and national targets for project
and built environment performance; track how BIM contributes to realization of these
goals.

7.2 Roadmap for Strategic BIM Implementation
To successfully implement BIM, attention must be paid to two key areas: the BIM data model and
BIM working process. Taking into account value, benefit, issue and concern, the following
recommendations have been developed to help to guide the successful staged implementation
of BIM in Ethiopia. A timeline and Suggested Action Parties are intentionally not included in this
version of the roadmap as it can only be proposed after industry-wide acceptance and
understanding of BIM have been achieved.
A. Collaboration
Initiative No. A.1
Perspective Collaboration
Initiative: To set up an industry-recognized coordinating body to foster collaboration locally and
internationally
Activity:  Act as the central body to lead change and facilitate implementation work
alongside a communication strategy.
 Promote the adoption of BIM throughout the construction supply chain.
 Realize the industry’s expectations and requirements of BIM practitioners and
initiate curriculum changes in academic institutes to raise the industry’s BIM
capability.
 Foster local collaboration across industry bodies and institutions in order to
develop and promote the necessary standards, protocols, practices, legal
frameworks and educational programmes according to an industry-accepted
implementation plan, timeline and scale.
 Foster international collaboration to develop a global view of standards such as
best practice and shared practice.
 Integrate and reconcile design and construction stakeholders, who aim to
advance projects faster, with operation and maintenance stakeholders, who wish
to inject more items or provisions into a design.
 Operate a library for case studies, shared documents and standards, best
practice, etc. under a single portal.
 Establish an expert hub to share the latest developments, standards, best
practice and knowledge for international operations.
Initiative No. A.2

Initiative: To promote project-wide collaboration along the project supply chain
Activity:  Redefine the work process and role of each participant to prepare for the full
integration of BIM across the relevant processes. Jobs, roles and responsibilities
should also be redefined accordingly.
 Integrated BIM will affect contractual and process issues. Collaborative effort is
needed to study this impact and suggest solutions to tackle these challenges.

Initiative No. A.3

Initiative: To appoint a BIM Manager in construction project team
Activity:  Consider the need for a BIM Manager who is responsible for BIM project strategy,
developing a BIM execution plan, auditing BIM, coordinating inter-disciplinary
BIM, content creation and maintenance, etc.
 The BIM Manager would be responsible for communicating and developing an
integration mindset and whole life cycle systems mindset among project
participants.
 Develop the BIM Manager’s professional standards.
B. Incentive and Proven Benefit

Initiative No. B.1
Perspective Incentive and Proven Benefit
Initiative: To encourage public and private clients to take the lead
Activity:  Enable top management to understand the benefits of BIM and prepare their
organization to adopt BIM.
 Allocate resources and engage BIM service providers to help key organization
and construction firms to introduce BIM.
 Launch pilot projects (including, but not limited to, civil engineering, building,
and design and build works) with BIM utilized by all participants across the
whole project life cycle.
 Explore ways to incentivize the use of BIM in public and private sector
projects.
Initiative No. B.2

Initiative: To develop a collection of client initiatives that demonstrate clear and proven benefits
Activity:  Collect experiences and feedback from project clients who have used BIM to
manage projects, assets and the various participants in the construction
supply chain.
 Explore and demonstrate the quantitative benefits of adopting BIM with
respect to project costs as well as the operating cost of an organization.
 Illustrate how BIM can support a project in terms of standards, procurement,
collaboration, work processes, benefits and issues, etc.
 Advance a client’s ability to outline specific BIM requirements and work with a
BIM enabling team.
Initiative No. B.3

Initiative: To develop a collection of case studies for other stakeholders that demonstrate the
benefits of BIM
Activity: - Collect experiences and feedback from users who have adopted BIM to manage
projects, assets and the various participants in the construction supply chain.
- Advise and share the most updated real operations methods and innovative ideas
to improve the operations model in a strategic approach with practitioners.
- Establish a platform for practitioners in the construction industry to communicate
the real operations model and take part in information sharing.
 Explore and demonstrate the benefits of adopting BIM.
 Illustrate how BIM can work in the life cycle of an infrastructure project.

Initiative No. B.4

Initiative: To provide support to small scale companies
Activity: - Encourage the use of BIM among small and medium enterprises (SME). SMEs
may wish to apply for government funding to enable this transformation.
- Coordinate with the relevant authorities to provide subsidized training
programmes to teach BIM technical skills.
C. Standards and Common Practices

Initiative No. C.1
Perspective Standards and Common Practices
Initiative: To establish delivery standards and common practices
Activity: - Build a reference document that provides a unified BIM standard,
methodology, convention and the required level of detail so that it can be
easily applied to different projects with reasonable modifications.
- Build a reference document that provides guidance on how to implement BIM
at a project level throughout the project life cycle.
- Define a family of BIM components and their attributes for quantity surveying
and analysis. The aim is not to develop an industry-wide components library.
- Bridge the standards and shared practices with other practitioners
Initiative No. C.2

Perspective Standards and Common Practices
Initiative: To establish delivery standards and common practices
Activity: - Build a reference document that provides a unified BIM standard,
methodology, convention and the required level of detail so that it can be
easily applied to different projects with reasonable modifications.
- Build a reference document that provides guidance on how to implement BIM
at a project level throughout the project life cycle.
- Define a family of BIM components and their attributes for quantity surveying
and analysis. The aim is not to develop an industry-wide components library.
- Bridge the standards and shared practices with other practitioners.
D. Legal and Insurance

Initiative No. D.1
Perspective Legal and Insurance
Initiative: To review procurement practices and contract provisions
Activity:  Review each discipline’s current contract agreements, procurement system
and scope of work to enable the cooperative use of BIM among the different
parties of a construction project.
 Review the Standard Method of Measurements (SMM) and link them with
BIM.
 Define the amount of BIM data to be included in a construction contract.
 Define appropriate clauses to incorporate BIM data and models into a
construction contract.
 Review current procurement practices, approval and payment practices for
works-in-progress.
 Formulate and establish standards or guidelines for procuring BIM services,
including the scope of service, outlined deliverables at each stage, terms and
conditions, fee structure and payment schedule, etc.

Initiative No. D.2

Perspective Legal and Insurance
Initiative: To review IP rights and data ownership
Activity:  Review the legal principles governing Intellectual Property (IP) rights and how
they apply to information held in a BIM environment.
 Review data and information ownership and sharing.
 Review accountability for using or updating data and information.
 Review ownership and usage as well as liability, which may affect insurance
policies.
E. Information Sharing and Handover

Initiative No. E.1
Perspective Information Sharing and Handover
Initiative: To establish a management framework that facilitates the collaborative production of
architectural, engineering and construction information
Activity:  Creating a single repository of BIM data for the complete supply chain of an
individual project may not be practical (as per the AEC (UK) BIM Standard), as
each discipline requires its own BIM model to deliver its contractual
obligation. Instead of a single model for common use, it is more beneficial to
create a common data environment for each project. Information for each
discipline would be created in a specific area. Once checked, approved and
signed-off, individual BIM models could be released to the shared area, which
is accessible by the parties participating in the project.
 Suggest a mechanism to control and manage an inter-disciplinary common
data environment.
 Maintaining the integrity and relevance of information or data is an important
aspect of retaining its value and benefit to users. Proper data storage, data
sharing, access permissions and updating responsibilities should be
considered in detail. Guidelines are needed to help participants maintain and
manage data in order to retain accurate and up-to-date asset records.
 Develop a data exchange methodology for all participants along the
construction supply chain to: (a) Improve the information retrieval and
exchange process; (b) Enhance the quality and scope of information delivered
by the supply chain; and (c) Increase data integrity.
F. Promotion and Education

Initiative No. F.1
Perspective Promotion and Education
Initiative: To offer institutional support and execute promotional activities
Activity:  Professional organizations can help to further implement BIM by promoting
the technology and its advantages to clients.
 Professional organizations can help to expand the implementation of BIM by
promoting the technology and its advantages to its members and marshalling
members’ responses to the challenges of adopting BIM.
 Forge consensus and support among organizations with a view to working
together to advance the industry’s capacity and capabilities.
 Engage the top management of clients with the concept of BIM, as they are in
the best position to drive adoption. Clearly explain the benefits of BIM to their
organization.

Initiative No. F.2

Initiative: To expedite the development of BIM capacity and capabilities
Activity:  In the long-term, universities and training institutes need to provide sufficient
training options featuring a variety of technical modules, such as BIM
management and R&D at various levels. Sample courses could include a BIM
CPD course, BIM certificate course, BIM diploma course, etc. Academic
institutions may consider including BIM courses as part of the relevant
curriculums for degrees and diplomas.
 Extend BIM training from construction-related programmes to other
engineering and computer science programmes.
 Design and offer suitable training covering three functions:
(a) BIM model development;
(b) BIM model management;
(c) Using built BIM models.
 Offer comprehensive and systematic training courses for new BIM positions,
particularly BIM Managers and BIM Modellers.
 Initiate a train-the-trainer programme to cascade training efforts to individual
companies.
 Sponsor and steer long-term research on required initiatives.
 Implement a fast-track BIM training programme for in-service professionals
and management staff to understand BIM from a management perspective
rather than a technical perspective.
 In-service professionals should be trained to use BIM themselves instead of
relying on BIM consultants.
Initiative No. F.3

Initiative: To expedite of the industry’s capacity and capability to integrate infrastructure project
management and infrastructure asset management
Activity:  In the long-term, universities and training institutes should consider adding
infrastructure project management and infrastructure asset management
courses to their degree and diploma curriculums.
 Implement a fast-track training programme for in-service professionals and
management staff to understand integration from a management perspective
instead of a technical perspective. For example, offer cross training and
rotational schemes to encourage mutual understanding between different
teams.
 Explore the possibility of providing of on-the-job training, which provides
professionals and technicians with practical experience using BIM.
G. Sufficient Digital Capability and Vendor Support

Initiative No. G.1
Perspective Compliant BIM Tool
Initiative: To enable and ensure sufficient digital capability and vendor support
Activity:  An integrated BIM system relies on compatible data formats, i.e. the ability to
merge models from various sources and especially different BIM systems. To
improve this process, efforts must be made to develop open technology (or
middleware) and data formats.
 Software providers should ensure that design standards are localized to suit
local practices.

 Software providers should ensure that within the BIM system, there is a
modelling function that enables users to produce the final construction
documents.
 Software providers should facilitate the integration between BIM and
downstream system applications to fulfill the needs of facilities management
and frontline maintenance staff.
 Introduce more BIM system providers in Ethiopia to provide greater choice
and promote competition, with the aim of: (a) avoiding a monopoly created by
a limited choice of vendors; and (b) maintaining quality services and systems.
 Relevant authority’s practice notes concerning the submission of building
plans in AutoCAD/ Micro-station format for GFA checking may need to be
revised to accept the submission of building plans in BIM format.
H. Risk Management
Initiative No. H.1
Perspective Audit and Risk Management
Initiative: To adopt a strategic risk management process for BIM implementation
Activity:  Commission a risk assessment for BIM implementation at a project and
corporate level. The purpose of the risk assessment is to identify possible risk
areas and determine how they can be mitigated individually and collectively to
reduce and marginalize potential problems following the adoption of BIM-
enabled technologies and collaboration.
 Commission a legal service to draft BIM-specific contractual provisions
(avoiding the aggressive use of disclaimers, indemnification and non-reliance
clauses) that aim to eliminate, limit or manage the risks associated with BIM.
I. Regional Competitiveness
Initiative No. I.1
Perspective Regional Competitiveness
Initiative: To maintain the competitiveness of the Ethiopian Architecture, Engineering and
Construction (AEC) industry in the face of worldwide players, who are equipped with
greater productivity and new technology
Activity:  Review and monitor global trends and the latest construction technology and
keep Ethiopian construction industry updated.
 Facilitate skills, knowledge and experience sharing between the international
market and Ethiopia market.

REFERENCES
1) Arman M. Koucha, Kimmo Illikainena and Seppo Peräläa (2018). Key Factors of an Initial
BIM Implementation Framework for Small and Medium-sized Enterprises (SMEs) .35th
International Symposium on Automation and Robotics in Construction (ISARC 2018)
2) ACIF & APCC. (2014). Project Team Integration Workbook. Canberra: Australian
Construction Industry Forum and Australasian Procurement and Construction Council.
3) FDRE Construction Industry Development Policy (2013)
4) Hong Kong Construction Industry Council (September 2014). Roadmap for Building
Information Modeling Strategic Implementation in Hong Kong's Construction Industry
5) Jack C.P. Cheng et al (2015). A REVIEW OF THE EFFORTS AND ROLES OF THE PUBLIC
SECTOR FOR BIM ADOPTION WORLDWIDE Journal of Information Technology in
Construction - ISSN 1874-4753. ITcon Vol. 20 (2015).
6) National planning commission (May 2016). Federal Democratic Republic of Ethiopia GTP
II plan (2015/16-2019/20). Main text vol. 1.
7) Noor Akmal Adillah Ismail and etal. (2017). An Overview of BIM Uptake in Asian
Developing Countries. Proceedings of the 3rd International Conference on Construction
and Building Engineering (ICONBUILD) 2017.
8) WB Ethiopian CO GGP & ECPMI (December 2016). Construction Contracts Expectations

and Actual Performances - Gaps Identification and Analysis
9) World Economic Forum in collaboration with The Boston Consulting Group (February
2018). An Action Plan to Accelerate Building Information Modeling (BIM) Adoption.
10) www.vdcscorecard.standford.edu

ANNEX
Annex 1: Glossary / Important Concepts
Integrated Project Delivery - IPD is a delivery method. It is not tied to a single type of contract but
rather forms a set of principles that can be applied to a variety of contractual arrangements (AIA,
2007). Ideally, IPD brings the expertise of key actors from construction management, trades,
fabrication, suppliers and product manufacturers to owners and design professionals earlier in the
design and delivery process. This allows the production of a design that is optimized for quality,
aesthetics, constructability, affordability, timeliness and seamless flow into lifecycle management
Building Information Modeling - BIM can be described as a set of interacting policies, processes and
technologies generating a “methodology to manage the essential building design and project data in
digital format throughout the building's life-cycle”. Mature BIM is a socio-technical system that can be
used to improve team communication throughout the project life cycle, produce better outcomes,
reduce rework, lower risk, and improve both predictability of outcomes and operation and
maintenance of the asset. These are some of the benefits identified by the US infrastructure sector.
Level-0: No BIM, CAD, Low collaborations

Level-1: 2D, 3D, Partial collaboration
Level-2: 4sD, 5D, Full collaboration
Level-3: 6D, Open BIM, iBIM, Full Integration
Soft Landings: Soft Landings is a building delivery process which runs through the project, from
inception to completion and beyond, to ensure all decisions made during the project
are based on improving operational performance of the building and meeting the
client's expectations.

Annex 2: Proposed set of standards to facilitate the wider use of BIM in construction projects
i) Pursuing Industry-wide Implementation of BIM: Imminent Actions – Local Standards - Project

Execution Plan
The standard for Project Execution Plan should comprise, including but not limited to, the following
elements:
 Project goals/ BIM uses/ analysis plan
 Definition and abbreviation
 Project template (e.g. folder and file structure, color scheme and style, project parameters,
etc)
 Organizational roles and responsibilities / staffing/ team
 BIM process design
 Documentation
 BIM modeling plan and model structure (e.g. model manager, planned model, model
component, etc)
 BIM information exchanges
 BIM and facility data requirements
 Collaboration procedures and cross-disciplinary model coordination
 Quality control
 Technological infrastructure needs
 Project deliverables
 Publishing formats
ii) Pursuing Industry-wide Implementation of BIM: Imminent Actions – Local Standards –

Modeling Methodology
The standard for Modelling Methodology should comprise, including but not limited to, the following
elements:
 Define “how” BIM model is to be created/ developed and be shared to another discipline
aiming to enable efficient use and re-use of BIM data with modeling data consistency
 Model division and model structure (e.g. structure, zones, levels, systems, etc)
 Properties of BIM elements
 Drawing compilation and preparation for publication
 Application of components
iii) Pursuing Industry-wide Implementation of BIM: Imminent Actions – Local Standards – Level
of Development
The standard for Modelling Methodology should comprise, including but not limited to, the following
elements:
 Definition of general of and elements in architectural BIM model in stages of conceptual,
preliminary design, detailed design, construction and as-built
 Definition of general of and elements in structural BIM model in stages of conceptual,
preliminary design, detailed design, submission to approving authority, construction and as-
built
 Definition of general of and elements in MEP BIM model during the conceptual and
preliminary design stages.
iv) Pursuing Industry-wide Implementation of BIM: Imminent Actions – Local Standards –

Component Presentation Style & Data Organization

The standard for Component Presentation Style and Data Organization should comprise, including but
not limited to, the following elements:
 Filename convention for project (presenting: project, project phase, building type, structure
type, discipline, file type, revision, modification, etc)
 Filename convention for components (presenting: component name, type name, revision,
systems, etc.)
 Folder structure and folder content requirement
 Model hierarchy and model link
 Material, color, line style
 Spatial location and co-ordination
 Units and Measurement
 Categories/Systems
    

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Roadmap for Adoption and Implementation of BIM Technology in Ethiopian Built Environment Industry

ROADMAP FOR ADOPTION AND IMPLEMENTATION OF BIM

Integrated Project Environments: Productivity

FINAL DRAFT | June 2019 ECPMI

The Ethiopian Construction Industry Council is an industry-recognized coordinating body which

Version Date Revision

FINAL DRAFT | June 2019 ECPMI i

LIST OF ANNEXES .............................................................................................................................iv

LIST OF FIGURES ..............................................................................................................................iv

LIST OF TABLES ................................................................................................................................iv

ACRONYMS AND ABBREVIATIONS .................................................................................................... v

1.1 Background ............................................................................................................................ 1

1.2 Objectives of the Road Map .................................................................................................. 2

1.2.1 Broader Objective........................................................................................................... 2

1.2.2 Specific Objectives ......................................................................................................... 3

1.3 Scope of the Roadmap .......................................................................................................... 3

1.4 Roadmap preparation process and its outputs ................................................................... 3

1.5 Outline of the Roadmap......................................................................................................... 4

2. BASICS ABOUT BIM TECHNOLOGY............................................................................................ 6

2.1 BIM Definition......................................................................................................................... 6

2.2 The function of BIM ................................................................................................................ 7

2.3 Benefits brought by the adoption of BIM.............................................................................. 8

2.4 Barriers of BIM Adoption and Implementation .................................................................... 9

2.5 Driving Organizations and Approaches Worldwide ........................................................... 11

3. ETHIOPIAN CONSTRUCTION INDUSTRY .................................................................................. 13

3.1 Performance and contributions ......................................................................................... 13

3.1.1 Role in Ethiopian Economy ......................................................................................... 13

3.1.2 Status of development stage ..................................................................................... 17

3.1.3 Construction Projects Performance ........................................................................... 18

3.1.4 Construction Project Management Maturity Level.................................................... 19

3.2 Review of BIM Adoption in Ethiopian Construction Industry ............................................ 20

3.2.1 Existing BIM uptake in Ethiopia.................................................................................. 20

3.2.2 BIM related Ethiopian Standards ............................................................................... 22

3.3 Drivers and capability gaps in ECI...................................................................................... 22

3.4 Summary of BIM Uptake Level ........................................................................................... 23

4. STRATEGIC FRAMEWORK ....................................................................................................... 26

FINAL DRAFT | June 2019 ECPMI ii

4.1 Policy Framework ................................................................................................................ 26

4.2 Vision ................................................................................................................................... 26

5. STAKEHOLDER ANALYSIS ....................................................................................................... 27

5.1 Themes for stakeholders identification ............................................................................. 27

5.1.1 Lead Agent Role .......................................................................................................... 27

5.1.2 Client Role ................................................................................................................... 27

5.1.4 Pilot Projects................................................................................................................ 28

5.1.5 Metrics ......................................................................................................................... 28

5.1.6 Standards .................................................................................................................... 28

5.2 Identified stakeholders with their roles ............................................................................. 29

5.2.1 The Ethiopian Construction Industry Council ............................................................ 29

5.2.2 Public clients ............................................................................................................... 29

5.2.3 Minister of Innovation and Technology ...................................................................... 29

5.2.4 Ministry of Urban Development and Construction .................................................... 29

5.2.5 Ministry of Science and Higher Educations ............................................................... 30

5.2.6 Ethiopian Construction project management Institute............................................. 30

5.2.7 Universities and training institutes ............................................................................ 30

5.2.8 Professional Associations ........................................................................................... 30

6. THE ROADMAP FOR BIM ADOPTION ....................................................................................... 31

7. NEXT STEPS ............................................................................................................................ 34

7.1 Recommendations for the industry ................................................................................... 34

7.2 Roadmap for Strategic BIM Implementation..................................................................... 35

FINAL DRAFT | June 2019 ECPMI iii

Annex 1: Glossary / Important Concepts................................................................................................... 42

Figure 1: Roadmap preparation process ..................................................................................................... 4

FINAL DRAFT | June 2019 ECPMI iv