IMPLEMENTING describes the programme stage usually undertaken to move forwards from DEVELOPING. This state involves taking all of the outcomes and decisions from the previous states and transitioning to apply these into projects within the wider industry. Activities in this state involve selecting and evaluating pilot projects to understand their progress and successes, sharing lessons learnt, refining the collaborative framework, and creating a plan for how capability and capacity will be developed.

The Global BIM Network Information Collection contains summaries and links to many examples of the outputs from IMPLEMENTING which were prepared by different countries, states, and organisations from across the world.

See all resources in the Information Collection related to IMPLEMENTING

Overview of the common considerations and outputs covered in this section.


  • Targeted Change Management
  • Revisit relevant principles of JUSTIFYING, MOBILISING and DEVELOPING for specific Organisations / Projects
  • Test an implementation model which can be refined for SCALING
  • Alignment of public sector, industry and academia
  • Implementation strategy and planning
  • Defining criteria and selecting pilot organisations and projects


  • Pilot organisations / projects lists and case studies
  • Tools and templates, sector/organisation/project specific guidance
  • Capacity Building
  • Defined roles and responsibilities
  • Case studies and lessons learned

Implementing from the perspective of the network personas

Policy / Strategy

At this stage, the Policy & Strategy personas typically have less involvement in the programme and focus on oversight and governance. They might be involved in reporting back on early successes and achievements against the programmes vision. Their role in governance and decision-making is essentially to guide the programme through the practical implementation phase, providing public leadership.

Transformation Programme

This persona is the driving force behind the implementation phase. They are responsible for overseeing the practical rollout of the digital transformation programme. This includes selecting suitable pilot projects, building capacity within project teams, and refining the collaborative framework based on practical experiences. They work closely with the owners, procurers, and operators to ensure a smooth transition from theory to practice.

Procurer / Owner / Operator

These personas are essential in the Implementation Phase as they are the ones who will benefit from and deliver the outputs of the transformation. It is the Procurer, Owner, Operator persona which starts to engage more widely in the programme during this state, testing and implementing the changes on the pilot projects. They provide valuable feedback to the transformation programme team, which informs future decisions and helps in the development of practical project-specific guidance.

Why is Implementing important?

The IMPLEMENTING phase is vital as it signifies the shift from planning and setup into practical application in a digital transformation programme. It tests the collaborative framework and guidance which has been developed in earlier states and begins building capacity within project teams and the wider industry. Moreover, it introduces many new stakeholders and requires effective change management and communication. Successful implementation showcases quick wins, builds confidence, and promotes best practices across projects. It allows for real-world feedback to further refine the framework if needed and serves as a critical bridge between theory and practice, setting the stage for the subsequent SCALING phase.

Common Considerations:

Targeted Change Management

This consideration is all about a focussed and targeted approach to implementing the change. Part of this is considering the potential challenges and blockers to change and how these can be minimised through specific interventions and engagement with key stakeholders and stakeholder groups. A further consideration detailed further on in this state is the selection of pilot projects, these need to be targeted to address potential blockers to the implementation and provide support for the change. A key part of this is ensuring that the programme has supporters and advocates for success, whether this is through the selection of targeted organisations who will support the pilot projects or through the identification of individual advocates which will promote and champion change. These champions are a great way to support the IMPLEMENTING stage of the programme and provide a conduit for communication and feedback between the transformation team and the industry.

Revisit relevant principles of JUSTIFYING, MOBILISING and DEVELOPING for specific Organisations / Projects

One aspect when moving into the IMPLEMENTING state with an organisation or a project may be to consider a revisit of the relevant principles of the previous states, but in the context of that specific organisation or project. This helps to consider the business case, outcomes and successes for this organisation or project as well as considering any additional things that need to be done such as specific guidance documents, tool or templates which need to be created.

Test an implementation model which can be refined for SCALING

When undertaking pilot projects in this state we can use these not only to test the outputs from the DEVELOPING state but also to test implementation plans which could be used within the SCALING state. By testing the implementation model in pilot projects, valuable insights and areas in need of improvement become apparent and lessons learnt can be recorded. This iterative approach prepares the team for a successful SCALING phase, reducing risks and enhancing the prospects for widespread, efficient adoption of the framework across the public sector. It’s about learning and adapting for a more robust implementation. In some cases, this testing of an implementation model can be captured in a case study for others to take forwards.

Align public sector, industry and academia

It is a useful consideration at this stage of the transformation project to consider the alignment of public sector, industry, and academia so that these stakeholders can come together to support IMPLEMENTING but also importantly to be ready to support SCALING. This alignment activity between these groups of stakeholders not only addresses technical challenges but also further supports the role of public sector leadership and change management in program success. Effective alignment minimizes resistance which may appear in the future, mitigates risks, and enhances the likelihood of a seamless framework adoption across the public and private sectors.

Implementation strategy and planning

An effective implementation strategy and planning ensures that the outcomes and guidelines derived from earlier phases are thoughtfully applied to the pilot projects in a way which supports the overall programme vision. These strategies set the stage for successful execution, ensuring a seamless transition and minimizing potential hurdles during this phase.

Defining criteria and selecting pilot organisations and projects

This involves establishing clear guidelines to determine which organizations and projects will participate in the initial testing phase. Criteria should consider project types, sizes, and the readiness of organisations to embrace the transformation. This selection process ensures diversity in testing, minimizes resistance, and facilitates quicker learning and adaptation. It’s a vital step to lay the foundation for successful implementation and to validate the digital transformation framework.

Pilot projects play important roles in the Implementing Phase, serving as testing grounds to assess their progress and identify any challenges. To ensure the success of these pilot projects, a set of formal selection criteria is established to identify suitable candidate projects. Small pilot projects offer certain advantages, such as quicker learning and testing due to shorter project phases, which can expedite the adaptation of new practices. Small projects also carry lower risk for change, making them more manageable. This approach allows for a mix of project types and sizes, which can offer insights into various phases of the digital transformation, enhancing the overall learning experience and increasing the chances of a successful transition to new practices. Valuable lessons learned from these pilots are not only utilised to fine-tune the transformation programme but also to further develop the collaborative framework.

Common outputs at this stage:

Pilot organisations / projects lists and case studies
(see examples in the Information Collection)

The pilot projects are crucial to the success and progress of the IMPLEMENTING state. The pilot projects output can be available as a list containing and documenting the selection of organizations and specific projects chosen for piloting digital transformation. The list then acts as a reference document for stakeholders and teams involved. Case studies document the experiences, challenges, and successes encountered during the pilot projects. They provide valuable insights and lessons learned, enabling others to understand practical applications and adapt the transformation strategy effectively, helping to build knowledge and capacity within the public sector and industry.

Tools and templates, sector/org/project specific guidance
(see examples in the Information Collection)

These resources are designed to facilitate the implementation of digital transformation within construction projects, and initially the pilot projects. Tools and templates aid in streamlining processes and maintaining consistency, making it easier for teams to apply the collaborative framework effectively. Sector, organisation, or project-specific guidance provides tailored instructions, aligning the transformation strategy and developed framework with more detailed and specific needs. These outputs enhance the practicality of the transformation needed and make it easier to apply the framework on projects, contributing to smoother adoption and the overall success of the programme.

Capacity Building
(see examples in the Information Collection)

Capacity Building involves developing the knowledge and skills of individuals and teams involved in the digital transformation projects. Through training, workshops, and educational resources, capacity building empowers these stakeholders to understand and effectively use the collaborative framework which has been developed. It ensures that everyone is well-equipped to implement the changes required for successful project outcomes. Capacity building not only strengthens the workforce but also enhances the overall capability and readiness of the public sector and industry to embrace the transformation and achieve long-term success.

Defined roles and responsibilities
(see examples in the Information Collection)

Defined roles and responsibilities is the activity of specifying the tasks and duties for each team member within projects. It involves defining roles (e.g., project managers, BIM coordinators) and outlining responsibilities, accountabilities, and specific deliverables. By doing this, the project team knows precisely what’s expected of them, when it’s needed and how it should be delivered. Clarity across roles and responsibilities reduces confusion, ensures efficient project execution, and aligns outcomes with the transformation programme’s goals.

Case studies and lessons learned
(see examples in the Information Collection)

Case studies and lessons learned offer valuable insights into the progress of pilot projects, highlighting both the successful aspects as well as any challenges faced during development and implementation. These case studies should be as open and honest as possible about the challenges, including recommendations for how some of these challenges may be overcome in the future to provide most benefit to a wider audience. By examining these case studies, the transformation team can understand the practical application of BIM principles and feed back into the future development of the framework or the further development of any guidance needed. Additionally, it helps in aligning stakeholders and managing expectations while facilitating knowledge transfer within the transformation programme. Finally, case studies can also help to show metrics of the implementation to support the original business case and programme goals.

Case Study Examples

Planbim, Chile

Planbim is the government BIM initiative in Chile. This program went through the JUSTIFICATION and MOBILIZATION phases between 2015 and 2016, had its DEVELOPMENT phase in 2017 commenced IMPLEMENTATION in 2019 and is now moving into the SCALING stage.

In the Implementation Phase, standardized EIRs, the BIM Standard for Public Projects, the BIM Role Matrix and other documents and tools have been developed and are being applied.

Learn about the Goals and Objectives of Planbim in the Information Collection

Key Implementing Outputs from Planbim Chile

Pilot organisations and projects

Ministry of Housing  

Between 2017 and 2022, Planbim implemented BIM at the Ministry of Housing (MINVU) with a focus on Strategy, Processes, People and Technology. The implementation was done collaboratively with different teams from the ministry and is focused on developing a progressive incorporation of BIM in work processes.

Planbim developed standardized BIM requirements (EIRs) based on data provided by Minvu teams. These requirements seek to improve the information flow and solve management problems in projects of: social housing; homes and neighborhood improvement; and also public spaces.

Planbim evaluated the compliance with the proposed BIM objectives through pilots, such as Ciudad Parque Bicentenario and Villa Panamericana. The first, had 551 homes and USD42 million of investment, and the second one had 1,137 homes and USD88 million of investment. This BIM application has brought tangible benefits to the ministry, such as reducing reviewing times for social housing projects by 75%, from 6 days for each proposal to just 1.5 days.

Capacity development: e-learning

In 2020 Planbim launched an e-learning course called “Introduction to BIM methodology”. The course is asynchronous, with a duration of 12 hours, and focuses on the methodological aspects of BIM, teaching about the concepts related to implementation of BIM and its main benefits, and introducing students to the use of the BIM Standard for Public Projects and other international norms.

Between October 2020 and September 2021, more than 10,200 people from 34 countries were trained with this course and in August 2023 it was relaunched seeking to train 1,500 more people. This has helped reduce the gap of professionals and technicians prepared for this methodology.

Defined functions and responsibilities: BIM Roles Matrix

After reviewing different existing BIM role matrices internationally, in 2017 Planbim worked with representatives of the public, private and academic sectors to define BIM roles for the Chilean industry. In November of the same year, this work resulted in the BIM Role Matrix that defines five roles (Direction, Review, Modeling, Coordination and Management in BIM), and identifies the BIM capabilities necessary to exercise them, as well as the knowledge and previous experience, not related to BIM, that the people who perform them must have. This Matrix is ​​connected with the Uses and with the BIM execution plan that is requested from Suppliers in public project tenders, all included in the Chilean BIM Standard for Public Projects.

This Matrix is ​​currently being reviewed by Planbim in collaboration with the industry, to update it according to the progress of this methodology and the standards and norms published from 2017 to date. A Role Matrix 2.0 is expected to be published within the next few months.

Tools, Templates and Guidance

Three key tools, templates and guides stand out in Planbim’s BIM implementation. The first is PARPro, the Automated Project Review Platform that streamlines the verification of IFC models, saving time in the review of projects of the social housing program of the Ministry of Housing. Furthermore, this platform will help to standardize information management for the Ministry.

The second product is the IFC guides, which provide detailed information on how to create BIM models, to ensure compliance with international standards (IFC). The documents provide clear definitions of the BIM entities and types that should be used in different models.

General IFC guides:

  • Site Model
  • Volumetric Model
  • Architecture Model
  • MEP model

Specific typology IFC guides:

  • Bridges
  • Reinforcement elements and structural connections
  • Hospitals and clinical equipment

The third highlighted product is the “Guide for the implementation of BIM at the pilot level in public construction projects”, developed by the Inter-American Development Bank and Planbim based on the latter’s methodology for the implementation of BIM. The document seeks to facilitate the process of implementing BIM in public projects in Latin America and the Caribbean, so that it is done in a standardized manner and consistent with international standards, accelerating the adoption of BIM in the region.

Tools, Templates and Guidance

Given the importance of having objective data regarding the progress of BIM in public projects, Planbim published in 2022 the first report of the BIM Observatory of public tenders. This study includes 1,990 tenders carried out between 2013 and 2020 by different public institutions, and its results show that 70% of the investment corresponds to projects that required BIM.

The report also shows a constant raise in the requirement for this methodology since 2013, with a strong boost after the public mandate of BIM in 2016. This increase is not only reflected in a greater number of tenders, but also in the quality of those requirements, given that recent years’ requirements are much more specific and standardized, thanks to the state strategy and the BIM Standard for Public Projects.


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