Monica Rossi
email: monica.rossi@polimi.itsergio.terzi@polimi.it

Sergio Terzi

CLIMB Model: Toward a Maturity Assessment Model for Product Development

Keywords: Product Development (PD), Product Development Assessment, Product Development Maturity, Assessment Tool, Benchmarking, Maturity Model, Best Practice, Product Development Best Practices, CLIMB Model

Product development (PD) becomes crucial for the competitiveness, survival and prosperity of any organization. In order to deliver products successfully, companies can choose between a vast amount of best practices to apply in their innovation processes. However PD processes are still wasteful in practice. With the aim of (i) creating awareness between practitioners on the meaning of PD best practices, (ii) understanding how to measure the maturity in the use of such best practices and in order to (iii) understand the real level of application of these practices, the paper propose CLIMB: a maturity assessment model based on prevalent PD best practices in literature able to measure the maturity of companies in their PD activities. Also the paper proposes the results of an empirical data collection in 2012-2013 within the GeCo Observatory initiative in Italy, which gathered data through face-to-face interviews from more than 100 companies using the CLIMB model. The results is that the tool is effective and that more researches are needed to understand which circumstances lead the choice of certain PD best practices over others.

Introduction: the Need of an Assessment Model for Product Development

Product development (PD) is the mean by which companies innovate and introduce new product to the marketplace; nowadays PD is becoming more and more crucial for companies competitiveness, prosperity, and survival [START_REF] Morgan | The Toyota product development system[END_REF]- [START_REF] Chesbrough | Beyond high tech: early adopters of open innovation in other industries[END_REF]. The success or failure of innovation processes is drastically affected by the choice of engineering and design practices to be implemented during the product development phase. In literature a large number of such engineering and design practices (i.e. tools, methods, techniques) has been explored and studied. Between those, some practices are recognized to foster effectiveness and efficiency of PD and are acknowledged as best practices [START_REF] Kahn | An Examination of New Product Development Best Practice[END_REF]- [START_REF] Barczak | PERSPECTIVE: Trends and Drivers of Success in NPD Practices: Results of the 2003 PDMA Best Practices Study[END_REF]. Both in literature and practice, there is a constant and challenging research of those kinds of best practices and many efforts have already identified a conspicuous number of practices able to lead companies toward successful results [START_REF] Griffin | PDMA research on new product development practices: updating trends and benchmarking best practices[END_REF].

However, despite nearly 40 years of scientific research focused on improving PD through the promotion of PD best practices, recent results reveal that these attempts have failed to materialize as expected in practice [START_REF] Flint | Compressing new product success-to-success cycle time Deep customer value understanding and idea generation[END_REF], [START_REF] Cooper | The Invisible Success Factors in Product Innovation[END_REF]. Several gaps are still open. Between those: it is not always clear if practitioners are aware of the meaning of PD best practices [START_REF] Kahn | An Examination of New Product Development Best Practice[END_REF]; it is not known the level of diffusion of those best practices within industries [START_REF] Griffin | PDMA research on new product development practices: updating trends and benchmarking best practices[END_REF], [START_REF] Kahn | An Examination of New Product Development Best Practice[END_REF]; and it is in doubt if practitioners are able to identify which practices they could implement in their organizations [START_REF] Kahn | An Examination of New Product Development Best Practice[END_REF], [START_REF] Barczak | Identifying new product development best practice[END_REF].

These open issues drive the rational of this paper, that aims at covering the existing gaps by providing as a first extent a best practice framework able to create consciousness of what constitutes a best practice in PD (in section 3). The need of a framework is given by the fact that PD is multi-dimensional, and any attempt in literature done to understand the complexity in the variety of PD best practices tries to identify categories of best practices at first. Moreover, basing on this framework, this paper proposes an assessment model (named CLIMB) to be used to assess the maturity of companies in the use of the identified PD best practices (in section 3). The purpose is double: at the first place the aim is to cover the literature gap of understanding the as-is situation in the diffusion of the identified PD best practices in the industrial context. In the second place, as a managerial implication, the authors want to provide companies with a simple and visual assessment tool, to be used both for benchmarking and for self-assessment purposes within companies. PD practitioners are keen to benchmark PD practices because identifying any practice that is able to more efficiently and/or effectively deliver a new product could represent the difference between success and failure [START_REF] Barczak | Identifying new product development best practice[END_REF]. The selfassessment leads to the identification of PD weak areas where to direct improvement efforts. The ultimate purpose of the CLIMB model is to concretely support top management, project managers, and decision makers to identify and select which PD best practices to implement with the hope that companies will manifest and sustain these to expand their PD efforts.

The paper starts from an in depth literature review that, together with several focus groups with experts, have served to build the PD best practice framework and the CLIMB model. Moreover the so-developed maturity assessment model has been used to assess 103 companies in Italy and the results of the level of diffusion of the proposed PD best practices is reported in session 4 of the paper, followed by further thoughts and on-going and future researches in the final session.

State of the Art: Classifications of Best Practices in Product Development

Any practice whether a technique, a method, a process, or an activity that enables to deliver more efficiency and/or effectiveness than any other manner can be considered as a best practice [START_REF] Barczak | Identifying new product development best practice[END_REF], [START_REF]Camp, Benchmarking: The search for industry best practices that lead to superior performance[END_REF]. Vice versa, we can define a poor practice.

Product Development is a multidimensional process, constitute of several different but intercorrelated elements across multiple layers and facets. In literature more than 100 PD best practices have been identified, such as the adoption of multifunctional teams, the use of modularization and standardization for parts and components, the use of design for x techniques, the use of the PLM systems to support the data management through the whole life cycle of a product, for example.

Given the high number of these practices and the different level they operate, few authors tried the effort of classifying PD best practices across different PD dimensions [START_REF] Morgan | The Toyota product development system[END_REF], [START_REF] Cooper | Benchmarking best npd practices-I[END_REF]- [START_REF] Barczak | Identifying new product development best practice[END_REF], however a unique classification is missing. Some scholars report different grouping of practices at different levels of PD. Under the product development literature field, for example, Barczak et Another attempt of classify principles and practices in product development across dimension, has been given by lean PD literature. The most acknowledged classification is from [START_REF] Morgan | The Toyota product development system[END_REF] and consists of the following three areas [START_REF] Morgan | The Toyota product development system[END_REF]: Skilled People, Process, and Tools & Technology.

Despite those different dimensions, both streams acknowledge similar -and sometimes complementary-practices to foster successful product development that inspired the development of the proposed best practice framework at the basis of the CLIMB maturity assessment model.

The CLIMB Maturity Assessment Model

The CLIMB maturity assessment model aims at covering the above-mentioned gaps (see §1) by: (i)

Creating awareness on the existing best practices in product development, thanks to the PD best practice framework; (ii) Providing a useful tool both for scholars -by giving an as-is picture of the current usage and diffusion of PD best practices-and for practitioners -giving them a powerful tool to evaluate their current situation and identifying possible improvements actions based on the benchmarking with what is believed best in literature and eventually with other industrial cases. The CLIMB maturity assessment model starts from the properly developed PD best practice framework. Then, it builds upon the categories of this framework a maturity model that evaluates 5 different level of accomplishment of the considered categories of best practice. Practically, CLIMB model is composed of (1) a PD Best Practice framework, (2) a questionnaire, (3) a maturity evaluation scale, and (4) a radar chart for a visual representation. All the components are described in the next sections.

The PD Best Practice Framework

Within this study, the authors have identified more than 100 prevalent best practices proposed in literature by different scholars and basing on that, and on a series of focus groups conducted with experts, they propose a most update framework to collect and categorize PD best practices. The focus groups were constituted by the members of the advisory board of GeCo Observatory -an Italian research initiative created in the frame of the Observatories of the Business School of Politecnico di Milano (http://www.osservatori.net/progettazione_plm). In the specific, 25 practitioners have been consulted together three times during the development and refinement of the framework, and their experience's based suggestions and feedback have been used to develop the final version of the framework.

The framework categorizes 107 PD best practices, through 8 areas, (i) Activities & Flow, (ii) Decision Making, (iii) Training, (iv) Roles and Collaboration, (v) Knowledge Management Process, (vi) Knowledge Management Techniques, (vii) Methods, (viii) Computerization and Software, respectively grouped into 4 dimensions: Process, People, Knowledge Management and Tools, as summarized in Table (Table 1 Total number of best practices 107

The CLIMB Maturity Model

After developing the proposed best practice framework, the authors developed a maturity model able to associate to each of the practice and category of practice of the framework, a level of accomplishment reached by the respondent.

The maturity model is made of a questionnaire, an evaluation scale made of 5 maturity levels, and a radar chart. The questionnaire is completely based on the proposed PD best practice framework and each of the questions investigates one of the best practices. The number of questions corresponds to the number of the investigated best practices (Table 1). Each question, scored through a 5 points scale, is structured as in the following example (taken from the area Training and Competencies):

Example: How does the company support skills' development? a.

Everyone is personally responsible for developing and maintaining his/her own skills (1) b.

A situation between a and c (3) c.

The company gives training on the job (5) d.

A situation between c and e ( 7) e.

The company promotes multidisciplinary skills with formal programs (i.e. training plans, rotation between project teams) (9)

For each of the more 107 practice five different levels of accomplishment can be selected by the respondent: he/she can choose whether his/her company states at a poor practice level, at a best practice level, or somewhere in between. Those levels can assume a score of 1 3 5 7 9, as reported in the blanks above. The lowest level of accomplishment (a), scored with 1, corresponds to a poor practice in opposition to the the higher level (e), which corresponds to a best practice, and it is scored with 9. Additionally there are three middle levels, whose intermediate circumstance (c), scored with 5, is described in order to facilitate the respondent to address his choice.

A group of one or more questions concurs to describe each of the 8 areas of the framework (Table 1). The score of a single area is calculated as an additive scale (summing the single scores of the questions describing the area) then normalized in %. The following formula defines how the score for each generic area (Ai) is calculated:

a = ∑ q 8 * m
Where: ai is the score corresponding to i-th area, expressed in % i=1…8, is the indicator for the areas qij is the score of the answer to the question j, belonging to the i-th area j=1…mi, is the indicator for the questions, depending on the area the number of questions changes mi, is the number of questions of the i-th area 8*mi is the maximum score the area can assume in the case the respondent declares to always reach the best practice level -scored with 9-for all the j practices investigated within the i-th area.

Each of the eight areas expressed in %, and 5 possible stages of accomplishment of a best practice condition are defined toward the i-th area. The 5 levels are 20% width intervals in the scale from 0 to 100% and are namely: Chaos (0%-20%), Low (21%-40%), Intermediate (41%-60%), Mature (61%-80%), and Best Practice (81%-100%) (Fig. 1). From here the name CLIMB.

The level of accomplishment achieved within each of the 8 areas can be then represented in a radar chart (Fig. 2). The radar chart gives an immediate and effective picture of the level of implementation of the considered practices along the eight areas of the framework (Table 1) and displays the positioning of the company within one of the 5 CLIMB stages (Fig. 1). The proposed model could serve as basis for empirical investigations, as the one run in 2012/2013 in Italy and described in the next section. The sample is constituted of both small and medium enterprises (SMEs), and big enterprises. Details of the size of the sample are in Table 2. Companies belong to different sectors, grouped into 4: Mechanics, Electrics, Electronics and Other Sectors (such as Fashion, Chemical and Food). Table 3 summarizes the distribution of the sample across the sectors. Fig. 3 depicts the radar charts resulting from the empirical research, according respectively to the sectors and the size of the companies belonging to the sample. Despite from one from one could expect, there are not significant differences in behaviours between BIG and SMEs or between sectors. Areas such as computerization & software, methods, and knowledge management techniques present the lowest level of maturity within the interviewed sample.

Conclusion & Further Research

The paper aimed to develop a maturity assessment model, named CLIMB, able to cover the identified gaps of creating awareness on the meaning of PD best practice and creating a way to depict the as-is situation both for scholars and practitioners. The model results effective for the purpose it was created for. Clarity on the meaning of best practice in PD, together with a list and classification of PD best practices are given through the PD best practice framework. The CLIMB model, based on a 5-levels maturity scale, is a powerful tool, useful not only to gather data from companies in the field, but also as a self-assessment tool for mangers. The managerial implications of this piece of work are extremely rele-vant. From one side respondents become aware of the gap existing between the real level of application of certain best practices in certain areas of PD, compared to ideal practices available to be used. Also thanks to the GeCo Observatory research, companies could benchmark themselves, not only with the best case from literature, but also with the "rest of the world". This is to be considered a first important step toward consciousness on where direct PD improvement efforts.

However, despite the data collected so far don't seems to demonstrate that size or sectors affect the use of best practices in PD, it can't be stated that all the 107 best practices are suitable or ideal to be used in every circumstances and in every company. Logics behind the use of proper set of PD best practices driven by contingency variables require higher attention. Further studies should be taken in order to understand if the use of PD best practices is context depended. The GeCo Observatory is going in this direction.

7 Sub 3 •

 73 functional team • All actors are involved in the project team, even when globally distributed • Clear definition of roles and responsibilities for each individual • High flexibility on task execution • There is an overall responsible (PM) with technical background • Full customer involvement in development • Involvement of experienced designers from the earliest stages of the projects Formal programs to support multidisciplinary skills development • One-to-one tutoring KPIs to assess training outcomes Area: PROCESS Sub-Area: Activities & Flow # BP • Formal NPD model, properly followed and documented by the various actors involved • Strongly collaborative development process • Complex set of KPIs to measure NPD performance • Frontloading the PD process • Continuous Improvement Initiatives • Many solutions are designed and inferior solutions are progressively discarded when new information becomes available • Complete focus on customer value • Formalized process for analyze competitors (Reverse Engineering) 8 Sub-Area: Decision Making # BP • Lifecycle perspective vision. Consideration of the whole product life phases during PD (10 phases) • Basing decision making process on strategic factors (12 factors) 22 Area: KNOWLEDGE MANAGEMENT Sub-area: KM Process # BP • Previous knowledge is retrieved by individuals at different PD stages (5 stages) • Formal overall knowledge management plan • Main source of knowledge is coming from formal means, such as design rules defined by the company/stakeholders for ensuring the strategic factors are considered in the PD process (12 factors) • Formal sources of knowledge are continuously update and reviewed (3 formal sources) • Rely on previous knowledge for PD projects 22 Sub-area: KM Techniques # BP • Structured Tools and techniques formally used to capture, share and reuse knowledge (11 different techniques) 11 Area: TOOLS Sub-Area: Methods # BP • Formal engineering/design methods (11 methods) 11 Sub-Area: Computerization & Software # BP • Product Development is strongly supported by software platforms (22 softwares) 23

Fig. 2 .Fig. 1 .

 21 Fig. 2. The Radar Chart of the CLIMB Model

Table 1 .

 1 ). PD Best Practice Framework, list and number of best practices (#BP) for each area

Table 2 .

 2 Sample: Size

	Size (number of employees)	N° of companies	Class	N° of companies
	Micro (<10)	4
	Small (10>employees<50)	13	SMEs	38
	Medium (50>employees<250)	21
	Big (250>employees<1000)	29	LARGE	65
	Macro (>1000)	36

Table 3 .

 3 Sample: Sector

	Sector	N° of companies
	Mechanics	44
	Electrics	27
	Electronics	18
	Other	14

Acknowledgments. This work was partly funded by the European Commission through DIVERSITY (GA_636692) and Manutelligence (GA_636951) Projects, as well as by the GeCo Observatory. The authors wish to acknowledge their gratitude to all the partners for their contributions during the development of concepts presented in this paper.


Angelo Corallo
email: angelo.corallo@unisalento.itmariangela.lazoi@unisalento.itantonio.margarito@unisalento.it

Mariangela Lazoi

Antonio Margarito

A process based methodology to evaluate the use of PLM tools in the Product Design

Keywords: PLM, Design Process, Manufacturing Company, Indicators, Process Simulation

The product design requires the interaction of several disciplines and the use of a wide set of PLM tools. They are used both to design the product elements and also, to manage product data and information that are generated. For company working as ETO (EngineeringToOrder), the complexity increases. Generally, customers requires a certification of the design process and a clear and formalized workflow of approval and validation. The paper describes a methodology for evaluating the use of PLM tools in the design process of products. The proposed methodology aims to be an objective tool able to catch information of the impact of ICT directly from the processes using them. Techniques specific of the Business Process Management discipline have been used. Phases and indicators of the methodology can be applied to analyze the product design process in different context.

Introduction

The design of product architecture and related physical components is very critical for the development of a new product. Accurately design the product, its physical components and how to assembly them in the architecture, it's a critical activity for companies. A worst design impacts on the product manufacturing. Changes in the manufacturing phase requires higher cost for the companies.

The design of product is relevant to avoid errors in the next lifecycle phases. ICT are used to support the design of each components and of the architecture along the lifecycle. For the scope of the paper, all the software that can used in the lifecycle of a product to manage and create data and workflow are specified as PLM tools.

Based on these premises, the study wants to propose a methodology to evaluate the benefits and impacts of the PLM tools used in the product design process. The proposed methodology aims to be an objective tool able to catch information of the impact of ICT directly from the processes using them. The methodology combines business processes modelling, data collection, statistical analysis and process simulation to create a set of indicators able to provide a complete picture on the use of PLM tools.

The results of the methodology aims to be used by managers to take decisions about policy and changes to be applied in companies and also, by theoretical that can apply parts or the whole methodology in other studies.

Background, research design and methodology steps are described in the paper.

Background

Ulrich and Eppinger [START_REF] Ulrich | Product Design and Development[END_REF] have defined the new product development process as "a sequence of phases and activities executed by the company to conceptualize, design and commercialize a product". Many of these activities are mainly intellectual and organizational more than physical or related to the product structure. In the detail design is realized the complete geometrical specification and the materials and the product tolerances are selected and specified. Furthermore, in those design phases, also, the design of the manufacturing process is established.

The ICT plays an important role in the communication, information exchange and integration leading the new product development process. The most advanced techniques of management and design are not the only determinants to obtain performance superiority in a new product, high performances in the whole organization and in the management are needed. The competitiveness of a firm is based on how the products are made in terms of quality, efficiency, speed [START_REF] Clark | The Product Development Challenge: Competing Through Speed, Quality, and Creativity[END_REF] and cost [START_REF] Ulrich | Product Design and Development[END_REF].

The information is a fundamental element to manage a new product development process. A new product is realized through a net of information among different actors involved in different function and in collaboration with the network. In this view, the innovation process and the new product development one become more intensive and complex proportionally to the thickness of the relationships and information net. The firms have to manage an increasing quantity of information, coming from different actors that have to be aligned and integrated in a way to converge toward the final objective that is to realize a new product [START_REF] Clark | The Product Development Challenge: Competing Through Speed, Quality, and Creativity[END_REF].

The product model including its architecture and physical elements, is realized in computer aided design (CAD) systems but also other systems (i.e. Computer Aided Technologies, CAX) are used to define engineering, manufacturing or testing data. In many companies, all the data generating by the CAD systems together with others product data (e.g. the bill of material -BOM) are integrated and available in PDM systems that store data and information about the product and its elements. They can be simple repository of information and users manually search and access to the information required or can provide workflows and other tools to manage the product data. [START_REF] Grieves | Product Lifecycle Management: Driving the Next Generation of Lean Thinking[END_REF] In companies producing complex products and requiring the collaboration of several external actors or separated plants of the same firm, the tendency is to use a product lifecycle management strategy with the aim to trace and manage all the activities and flows of information and data during the product development process and later in the support activities [START_REF] Garetti | Organisational change and knowledge management in PLM implementation[END_REF]. The product lifecycle management (PLM) strategy involves the integration among individuals, organization and ICT systems to reach the best results [START_REF] Alemanni | Key performance indicators for PLM benefits evaluation: The Alcatel Alenia Space case study[END_REF] and all the external actors (i.e. customers, suppliers, partners etc.) are involved and integrated during the product lifecycle.

The role of processes in PLM is relevant as described in Schuh et al. [START_REF] Schuh | Process oriented framework to support PLM implementation[END_REF] and Budde et al. [START_REF] Budde | Holistic PLM Model -Deduction of a Holistic PLM-Model from the General Dimensions of an Integrated Management[END_REF]. Through processes, products evolve along the lifecycle and feedbacks (e.g. lesson learned and best practice) are diffused among the organizational practices. Different researchers have studied the relevance of processes in the product lifecycle. Messaadia et al [START_REF] Messaadia | Systems Engineering Processes Deployment for PLM[END_REF] have explored the System Engineering processes to model PLM and concluded that this approach is complimentary to PLM to address the systems technology. Etienne et al [START_REF] Etienne | Specifications and development of interoperability solution dedicated to multiple expertise collaboration in a design framework[END_REF] have proposed an interoperability platform based on product processes organizations. Schulte [START_REF] Schulte | Customer centric PLM: integrating customers' feedback into product data and lifecycle processes[END_REF] instead has proposed a methodology to better integrate the customers' requirements of actual or attended products in the PLM functions, processes and metadata. As highlighted by Rangan et al [START_REF] Rangan | Streamlining Product Lifecycle Processes: A Survey of Product Lifecycle Management Implementations, Directions, and Challenges[END_REF], PLM processes need further exploration and a "cultural change management" is required in order to optimize organizational processes rather than individual benefits.

Focusing on companies working in complex sectors, there are specific case studies analyzing the aerospace and automotive sectors. For the aerospace sector, relevant studies are: 1) Alemanni et al. [START_REF] Alemanni | Key performance indicators for PLM benefits evaluation: The Alcatel Alenia Space case study[END_REF], which propose a KPI framework to test the adoption of a PLM tool, validated in an aerospace and defence company and 2) Lee et al. [START_REF] Lee | Product lifecycle management in aviation maintenance, repair and overhaul[END_REF], which discuss two case studies from the aviation MRO companies in Singapore that stress the high potentiality of PLM applications. In the automotive sector, the study of Tang & Qian [START_REF] Tang | Product lifecycle management for automotive development focusing on supplier integration[END_REF] needs a citation: it illustrates the PLM implementation among an OEM and its suppliers highlighting practices and characteristics.

Therefore, several researchers have argued on the relevance of product design process and on the elements and tools characterizing its working and performance.

Research Method

Based on the previous background, the paper wants to describe the development and application of an integrated solution for the evaluation of the use of PLM tools in the product design process. The development and deployment of the solution is focus on a BPM based methodology.

The aim is to provide an answer to the main research question:

• How to evaluate the use of PLM tools in the product design process? To answer at the research question, the used technique analyze the business process performance. Processes related to the product design have been chosen. The set of tools used and data in input and output have been highlighted. BPM has been used as reference. The study has required the collection and elaboration of data and information that have been represented using the software ARIS Business Architect 7.1. This software is suitable to design, analyze and simulate organizational processes.

The study is based on an action research led by an inductive approach in which problems and solutions have been established participating to and observing the organizational practices [START_REF] Bryman | Business Research Methods[END_REF]. Research activities are carried out by an integrated team of University researchers and industrial engineers. The integrated team has designed the methodology and tested it in a company context.

4

Study Results

Some remarks

The study has been designed with the aim to evaluate the impact of PLM tools on Detailed Design process performances. It has been carried out with the initial aim to assess if the PLM Framework proposed by Corallo et al [START_REF] Angelo | Developing a PLM Framework in an energy company: a case study[END_REF] can be used as starting reference for process and technology performances evaluation in the PLM domain.

In order to assess the impact that PLM tools can have on engineering process performances, the study is focused on the design process.

In the development of the methodology, two programs have been selected. The first one is mainly supported by an integrated PLM system (e.g. Enovia, Teamcenter), while the second one is mainly supported by a set of legacy systems and manual workflow approval.

The solution has been realized specifying and highlighting some common elements between the two programs:

• Scope of the process and related outputs;

• Focus on the same product component;

• Competencies of the involved employees. The two programs differ instead by maturity level, ICT technologies used and role played by the companies in the supply chain. These differences affects the Detailed Design process implementations with some specific activities and sub-processes respect the whole process.

4.2

The proposed methodology A methodology has been designed and tested to answer at the main research question. It is composed of four areas and seven steps (Fig. 1):

Fig. 1. Methodology Areas and Steps.

The first area is "Process Scope and Definition". The aim is to understand the company environment and problems, to design the reference processes and to identify the key users. For the modelling of the process is chosen the BPMN standard. The second area is "Data Collection". Data for the next steps are collected. The third area is "Processes Evaluation and Monitoring" that sets and performs different types of analysis useful to reach the study aims. Finally, the last area is "Reporting" for elaborating the final consideration on performance and comparing them.

In the next sub-sections, the attention is on the central areas of the methodology (i.e. the second and third ones). The right implementation is fundamental and core to reach the results.

Data Collection

Data are collected using an open-ended questionnaire administered in a group of designers, analysts and heads of department. Data are about the time required for the activities and the probabilities in the gateway. At the interviewees, it is presented the model of the process in which are involved.

The time collected for each activity has been shared in four types:

• Processing Time -Time necessary to process an activity;

• Orientation Time -Time required to become familiar with carrying out the activity. Includes the times to retrieve information on each activity. • Static wait time -This is the time that must elapse before an activity can be processed (e.g. if a function cannot be processed until a work piece has cooled down or a contract cannot be signed until an essential response has been received). For each time type, it has been asked to declare the minimum, maximum and average values. Furthermore, specific questions have been asked to express the probability of an event or a decision (e.g. approval rate). For each gateway, in fact, it has been asked to state frequency indicators values for:

• % of positive results of a check • % of negative results of a check • number of checks The total number of activities analyzed for testing the methodology are 76.

Process Evaluation and Monitoring

Based on the previous collected data, four type of analyses have been designed and performed: complexity analysis of processes, statistical analysis of collected data, process simulations and advanced analyses.

Complexity analysis of processes

To compare processes, a quantitative indication of the structural complexity is provided. This analysis can provide a measure of how and how much the processes differ. These indicators are calculated observing the flow and type of activities and provides a direct, immediate and simplified picture of the process. Three sets of indicators are designed:

• Structure indicators provides a synthesis of structural features of the process.

• Degree of Computerization Indicators provides a synthesis of the use of IT systems and paper-based documents in the execution of the activities. • Co-Occurence Indicators provides a synthesis of the number of parallel flows executed and represented in the process.

The details of the indicators for each sets are listed in the following table :   Table 1. Complexity Analysis Indicators. The results of the complexity analysis are integrated with the results of the following analysis, to have a complete picture on the Detailed Design process performance.

Id Indicators

Statistical Analysis

The statistical relationship among the collected data is explored. The statistical analysis aims to evaluate the relationships between the different types of time that impact on a design process. These relationships can be used to suggest lines of intervention and action to be applied for improving the design process.

The analysis have been realized on two groups for each program:

• on the total of activities data (76 total activities) • only on the data of the activities performed by the role designers (only 18 activities) The considered variables are:

• Processing Time • Orientation Time •
Static Wait Time In the correlation analysis, the relationships between two variables is explored. The Experimental Design, instead, evaluates the effect of a variable on another; in particular, it evaluates if the existence of the independent variable impact on the behavior of the dependent variable.

Finally, the multiple regression analysis evaluates the relationship (impact) of a group of variables on another considered as dependent.

Process Simulation

The process simulation allows to forecast the process behavior in advance respect the process implementation by analyzing performance of its virtual representation (the process model). With the simulation, it is possible to explore and evaluate new management policies, minimize a cost function or maximize performances, properly allocate resources to tasks, identify bottlenecks and delay causes, etc.

Generally, to run simulation experiments, real data, statistical data or a mix of both can be used.

In the study, data collected from interviews have been used for the process simulation. The scope has been to get comprehensive information on performances of the Detailed Design process on the basis of data collected from interviews.

For the simulation analysis, the module Business Simulator of ARIS Business Architect has been used. The results of the simulation are based on a duration of the Detailed Design process of 100 days. The run of simulation has been launched, setting up a duration of 100 days.

The main quantitative indicators from simulation experiments are (Tab. 2):

Advanced Analysis

In order to evaluate the output quality of the Detailed Design process we focused on the number of RRD (Drawing Change Requests) raised by manufacturing in a specific time interval (the same interval taken into account for Event Data Analysis) have been observed for each program. The number of RRD can provide information about the quality of a design process. A low number of RRD means that the design process is effective and efficient.

The analysis of RRD requests give us a quantitative evaluation of the quality of outputs in the design processes.

Conclusion

Based on an empirical application, the paper describes a methodology for evaluating the impact of PLM tools on design process using BPM techniques. It is a conceptual paper. A methodology is proposed and steps and indicators are described.

The methodology and its parts are very general and can be applied also in other companies and sectors. In each application, the process features and flow will change because are dependent from the context. Steps and indicators proposed with the methodology are not dependent from the context and can be general used.

The methodology has been tested in two programs and some interesting results emerge from the statistical analysis. In fact, a general observation has been that in the first program where a PLM is used, the reduction of the static wait time has a positive effect on the processing and also on the orientation time. For the second program, there isn't a dependency among these variables. Some results further statistical results are: 1) the type of program doesn't impact on the processing time; 2) the type of program instead impacts on orientation time and static wait time because change the work organization; 3) the static wait time impacts on the processing time.

An interested, observed result is also, that considering together the processing time and the static wait time, if they simultaneously increase also the orientation time increases. A possible meaning could be that long processing time (e.g. for complex components) requires long static wait time to upload parts slowing down the retrieval of information. The quantity of information (the orientation time) could be proportional with the part complexity.

The management can use these results to act on a specific time for having the desired consequence.

The dimension of the sample for the statistical analysis is perhaps not so big and further validation on larger data sets can reinforce their applications.

Future papers will describe the application of the methodology and the results for each analysis. The following study will extend the validity of the methodology.

Structure Indicators 1 N^

 1 Activities and Sub-Processes 2 N^ Activities (no sub-processes) 3 N^ Linked Sub-Processes 4 N^ Decisional Gate (exclusive gateway) 5 N^ Roles of Internal Actors 6 N^ IT systems used Degree of Computerization Indicators High Computerization 7 N^ Activities enabled by an IT system 8 N^ Activities enabling an IT system Low Computerization 9 N^ Activities with paper-based input 10 N^ Activities with paper-based output Co-Occurence Indicators 12 N^ Activities Flow in co-occurrence (parallel gateway) 13 N^ Activities Flow in co-occurrence through an IT system 14 N^ Activities Flow in co-occurrence through multi-actors

Furthermore, graphic representation

  can be consulted on: • Number of Detailed Design Process created and concluded in 100 days • Distribution of Static Wait Time along the activities • Distribution of Orientation Time along the activities • Distribution of Processing Time along the activities • Oltre agli indicatori precedenti sono stati grafici che rappresentano: During the simulation design and run, feedbacks related to the use of the software have been collected to support replication of the study.

Table 2 .

 2 Simulation Quantitative Indicators.

	Measure
	Total duration time
	[for design and final release of drawings/3D models] (man-hours)
	Total design time
	(man-hours)
	Total approval time
	[includes Configuration Control approval] (man-hours)
	Configuration Control approval time
	(man-hours)
	Periodic Review Meetings
	(man-hours)
	Output quality (RRD number) (for the entire product)


Aryani Ahmad Latiffi
email: aryani@uthm.edu.my

Suzila Mohd
email: suzilamohd@gmail.com

Umol Syamsyul Rakiman

Potential Improvement of Building Information Modeling (BIM) Implementation in Malaysian Construction Projects

Keywords: Building Information Modeling (BIM), Construction industry, Construction project, Improvement, Malaysia

Application of building information modeling (BIM), such as preview design clashes and visualize project's model increase effectiveness in managing construction projects. However, its implementation in Malaysian construction projects is slow in order to see and gain the benefits. Therefore, this paper aims to explore on potential improvement that could increase BIM implementation in construction projects. A literature review was conducted in the history of BIM and its effects on construction projects in Malaysia. This is further supported by semi-structured interviews with construction players, consist of client, architect, structural engineer, mechanical, electrical and plumbing (MEP) engineers as well as contractor to discover potential improvement that could increase BIM implementation in construction projects. Encouragement from the government and top managerial level in an organization were found as a way to increase BIM implementation in construction projects. Highlighting the potential improvement is expected to increase BIM implementation in construction projects.

Introduction

Building Information Modeling (BIM) is a method, which involves the use of technology to improve collaboration and communication of construction players as well as documentation management [START_REF] Latiffi | The Development of Building Information Modelling (BIM) Definition[END_REF]. Moreover, BIM is also known as a combination of process and technology to improve efficiency and effectiveness of delivering a project from inception to operation and maintenance [START_REF] Ding | Building Information Modeling (BIM) application framework: The process of expanding from 3D to computable nD[END_REF]. BIM implementation in construction projects had been used by architectural, engineering and construction or facility management (AEC/FM) to manage construction project life-cycle. It also improves communication and collaboration among construction players in order to increase efficiency and effectiveness in managing construction projects. BIM implementation in the construction industry has been spread widely in the United States of America (USA), Hong Kong (HK), Australia, [START_REF] Eastman | BIM Handbook: A Guide to Building Information Modelling (BIM) for Owners, Managers, Designers, Engineers and Constructions[END_REF], [START_REF] Monteiro | A Survey on Modelling Guidelines for Quanty Takeofforiented BIM-Based Design[END_REF] Singapore [START_REF] Wong | A Government Roles in Implementing Building Information Modelling Systems[END_REF], [START_REF] Latiffi | Building Information Modeling (BIM) Application in Malaysian Construction Industry[END_REF] and Malaysia [START_REF] Latiffi | Building Information Modeling (BIM) Application in Malaysian Construction Industry[END_REF], [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF], [START_REF]Issues and Challenges in Implementing BIM For SME's in the Construction Industry[END_REF]. However, the implementation of BIM in the Malaysian construction industry is relatively new [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF], [START_REF] Latiffi | Application of Building Information (BIM) in the Malaysian Construction Industry: A story of the First Government Project[END_REF].

There are many efforts undertaken by the Malaysian government in order to increase BIM implementation in construction projects. The government sectors, which is Construction Industry Development Board (CIDB) and Public Works Department (PWD) have promoted and encouraged construction players to implement BIM [START_REF] Latiffi | Application of Building Information (BIM) in the Malaysian Construction Industry: A story of the First Government Project[END_REF], [START_REF] Latiffi | Building Information Modelling (BIM): Exploring Level of Development (LOD) in Construction Projects[END_REF]. CIDB has organized several seminars and preparing BIM roadmap as well as guideline as a way to promote BIM [START_REF]Issues and Challenges in Implementing BIM For SME's in the Construction Industry[END_REF], [START_REF] Latiffi | Application of Building Information (BIM) in the Malaysian Construction Industry: A story of the First Government Project[END_REF], [START_REF] Latiffi | Building Information Modelling (BIM): Exploring Level of Development (LOD) in Construction Projects[END_REF]. The purpose of organizing BIM seminars is to give exposure on benefits of BIM implementation in construction projects. Meanwhile, the purpose of preparing BIM roadmap and guidelines is to assist construction players to implement BIM in construction projects [START_REF]Issues and Challenges in Implementing BIM For SME's in the Construction Industry[END_REF], [START_REF] Latiffi | Application of Building Information (BIM) in the Malaysian Construction Industry: A story of the First Government Project[END_REF], [START_REF] Latiffi | Building Information Modelling (BIM): Exploring Level of Development (LOD) in Construction Projects[END_REF].

Apart from that, PWD had established a group of BIM committee to identify construction project process that involved with BIM implementation [START_REF] Latiffi | Application of Building Information (BIM) in the Malaysian Construction Industry: A story of the First Government Project[END_REF], [START_REF] Latiffi | Building Information Modelling (BIM): Exploring Level of Development (LOD) in Construction Projects[END_REF], [START_REF] Mohd | Building Information Modeling (BIM) application in Construction Planning[END_REF]. The committee also prepared a BIM standard manual documentation as a guideline for construction players reference in managing Malaysian government projects [START_REF] Latiffi | Application of Building Information (BIM) in the Malaysian Construction Industry: A story of the First Government Project[END_REF], [START_REF] Latiffi | Building Information Modelling (BIM): Exploring Level of Development (LOD) in Construction Projects[END_REF], [START_REF] Mohd | Building Information Modeling (BIM) application in Construction Planning[END_REF]. Moreover, there were several BIM pilot projects, which have been monitored by PWD such as NCI project, Type 5 Clinic (KK5) Sri Jaya Maran, Pahang and Administration Complex of Suruhanjaya Pencegah Rasuah Malaysia (SPRM) Shah Alam, Selangor [START_REF] Latiffi | Building Information Modeling (BIM) Application in Malaysian Construction Industry[END_REF], [START_REF] Latiffi | Application of Building Information (BIM) in the Malaysian Construction Industry: A story of the First Government Project[END_REF], [START_REF] Kerja | Unit Building Information Modelling (BIM)[END_REF]. The purpose of running BIM pilot projects is to test the capability of the PWD committee to manage projects using BIM [START_REF] Kerja | Unit Building Information Modelling (BIM)[END_REF].

Although there are many efforts done by the Malaysian government to increase BIM implementation in construction projects [START_REF] Latiffi | Application of Building Information (BIM) in the Malaysian Construction Industry: A story of the First Government Project[END_REF] however, BIM implementation is still slow and less favorable [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF]. Therefore, this paper seeks to investigate barriers and challenges to implement BIM as well as potential improvements from BIM practitioner in Malaysia in order to increase BIM implementation in construction projects.

Methodology

Data for this paper is gained through literature review and semi-structured interviews. Both methods were used to gather information on BIM implementation in Malaysian construction projects. A Literature review was conducted to gather information on the history of BIM and BIM effects on Malaysian construction projects. All information on BIM was gathered from books, journal articles, international conference papers and materials available on the internet. Moreover, the semi-structured interviews were made with construction players, which all of them have been involved and currently involved in projects using BIM in Malaysia. Due to insignificant number of projects using BIM, limitation of BIM expertise, little evidence to show the percentage of construction players have implemented BIM in Malaysian construction projects [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF] and most of BIM project has been monopolized by the same construction players, only [START_REF]Issues and Challenges in Implementing BIM For SME's in the Construction Industry[END_REF] respondents were involved in this paper. The respondents' selection were based on their willingness to cooperate and share their experiences in managing projects using BIM. The respondents are client, structural engineer, mechanical and electrical (M&E) engineer and contractor. Data from the semi-structured interviews revealed potential improvements to increase BIM implementation in Malaysian construction projects. All data from the interviews were recorded, transcribed and analyzed using content analysis. All findings are represented through text, tables and expression so that the data are easily understood. The next section will discuss on results and findings from the interviews.

Results and Findings

This section discusses on data gained from the semi-structured interviews with construction players, which are client, architect, structural engineer, M&E engineer and contractor. There are five [START_REF] Wong | A Government Roles in Implementing Building Information Modelling Systems[END_REF] parts in this section as follows:

Respondent's Background

There were eight [START_REF]Issues and Challenges in Implementing BIM For SME's in the Construction Industry[END_REF] respondents involved in the semi-structured interviews. The respondents consist of BIM principal director, BIM coordinator, client, structural engineer, M&E engineer as well as architect. Table 1 shows the respondent's background. Based on Table 1, the indicators of R1 to R8 is the representation of the respondents. All respondents have more than 3 to 6 years of experience in managing project using BIM. All respondents were responsible in managing project design in construction project using BIM in more than 2 projects. Furthermore, all respondents also responsible for residential and commercial building projects. Based on the respondents' position and experiences in project using BIM, it is reasonable to conclude that all respondents have knowledge on BIM implementation in construction projects. This is because, personal experience is the essential element in knowledge creation [START_REF] Mendenhall | Global leadership: Research, practice, and development[END_REF]. Therefore, the longer the experiences of the respondents in projects using BIM, the greater their understanding and knowledge on BIM implementation in construction projects.

3.2

Understanding on BIM

The aim of this part is to discuss on knowledge and understanding on BIM among construction players in construction projects. Generally, all respondents shared a similar understanding that BIM is a process to improve project design. BIM is used in improving the process of managing project design. Table 2 shows understanding of the respondents on BIM.

Table 2. Understanding on BIM.

Respondent Annotation R1

'BIM is a process to manage construction project life-cycle. All information on project design can be used for whole project life-cycle by construction players'.

R2

BIM is a new method (process) in project design, which consists of all information for a construction project. All the information can be obtained from a 3D model, which can be used by all construction players involved in the same project'.

R3

'BIM basically a process that brings all data or information on project design (architecture, structural and M&E design) together in one parametric model. That means, we do not have to produce the design separately'.

R4 BIM is an art for project model, and the model must consists of all information on project design and the most important is the design team should know how to insert, manage as well as use all the data or information in the parametric model'. R5

'BIM is a process to facilitate construction projects effectively. The usage of BIM in construction projects has reduced problems in construction stage'.

R6

'BIM is a method or process to develop designs for a construction project. We can detect design clashes earlier and reduce construction problems during construction stage'.

R7

'BIM is a process to develop project design and increase collaboration among construction players'.

R8

'BIM is a process, which involved 3D parametric model components, parametric and can be analyzed'.

Based on the table, R1 understood that BIM can be used to manage construction project life-cycle. R1 also explained that, BIM allowed all information in project design to be used in whole project life-cycle. Moreover, it can also be referred by Quantity Surveyor (QS), project planner and facility manager to manage their task.

Apart from that, three (3) respondents (R3, R4 and R8) explained that BIM is a process, which consists of a parametric model. The parametric model is a 3D model, which consists of all information regarding a construction project. They also mentioned that, the model can be analyzed prior to the construction process in order to avoid construction problems. All information in the model will be used to manage whole project life-cycle.

Moreover, R2 and R7 understood that BIM is a method or process to manage construction projects activities especially project design. R2 explained that, BIM implementation in project design includes all information regarding a project in one model, which is a 3D model. The model then can be used and referred by whole construction players involved in the project. Meanwhile, R7 also explained that BIM implementation increases collaboration among construction players especially design team.

Two respondents (R5 and R6) agreed that BIM is a process to facilitate construction projects. Both respondents believed that BIM is an effective process in managing construction projects by reducing construction problems such as design clashes, design changes during construction stage, project delays, and construction cost overruns. Therefore, it can be concluded that, BIM implementation in construction projects has increased efficiency and effectiveness in managing whole project life-cycle with the help of 3D parametric model. The 3D model will consist all information regarding a project, which all construction players in a project can refer to same model in order to execute the project. Therefore, it can increase communication and collaboration among them, where all construction problems, for example, design clashes could be resolved earlier during pre-construction stage by visualizing the model.

Effect of BIM Implementation in Construction Projects

The aim of this part is to investigate effects of BIM implementation in construction projects. All respondents gave a positive response on effects of BIM implementation in construction projects. They agreed that BIM implementation in project design gives benefits to construction projects in terms of time, cost and quality. The ability of BIM to produce design clashes analysis during design stage helps design team to solve the design clashes early in pre-construction stage. Therefore, it could avoid project delay and construction cost overrun.

Moreover, all respondents agreed that the ability of 3D model to visualize project design increases client satisfaction and understanding regarding project design. Therefore, the client can make faster decision regarding the project design and avoid design changes during design stage. The visualization is an abstraction of the object or idea [START_REF] Kymmell | Building Information Modeling: Planning and Managing Construction Projects with 4D CAD and Simulations[END_REF] and it could increase client understanding by viewing the project design model. Apart from that, the semi-structured interviews revealed that, BIM could accelerate the project design process 70 % faster than conventional process. As a result, construction cost can be sustained as the project meets the deadline or shorter than it should be.

Thus, all respondents explained that BIM implementation in construction projects can increase effectiveness in managing project design and site coordination. The 3D model helps contractor to manage site coordination effectiveness, where the 3D model can visualize the actual site condition. Site engineer can arrange the site condition clearly and orderly by using the 3D model. The arrangement of each material and machinery in construction site became more organized by using a 3D model [START_REF] Azhar | Building information modelling (BIM): now and beyond[END_REF]. The visualization from 3D model helps contractor to manage site coordination effectiveness.

Furthermore, a safety officer can also refer to the same 3D model to analyze construction hazard by visualizing the site condition. It can helps safety officer to prepare an effective safety plan in construction site in order to avoid construction site accident. A proper safety plan is important in order to reduce the probability of construction site accident [START_REF] Carter | Safety hazard identification on construction projects[END_REF], [START_REF] Zhang | The affective response model: a theoretical framework of affective concepts and their relationships in the ICT context[END_REF]. Table 3 shows the positive effects of BIM implementation in construction projects. The effectiveness of BIM in avoiding project delay and sustaining construction cost had increased the quality of construction projects. This is because, most of construction problems such as design clashes and data lost regarding a project had been solved earlier in pre-construction stage and bring successful to the project during construction stage.

Factors Contribute to Barriers and Challenges to Implementing BIM

The aim of this part is to investigate factors that contribute to barriers and challenges of BIM implementation in construction projects. There are several factors and causes contributed to barriers and challenges of BIM implementation in construction projects. All respondents agreed that, the main factors that contribute to the barriers and challenges to implement BIM in construction projects are people, process and technology. This is in line with findings from literature review, which claimed that people, process and technology can be the barriers and challenges in implementing BIM in construction projects [START_REF] Haron | Organisational readiness to implement building information modelling: A framework for design consultants in Malaysia[END_REF].

The first factor that contributes to barriers and challenges to implement BIM in construction projects is 'people'. 'People' here means construction players. All respondents agreed that, most of the construction players refused to implement BIM because they are comfortable with traditional or conventional process in managing construction projects. Lack of knowledge and skill on BIM also one of the factors contributing to slow implementation of BIM among the construction players. Moreover, lack of awareness on BIM and encouragement to implement BIM among clients and top managerial in construction organizations contribute to the lack of knowledge and skill on BIM among the construction players [START_REF] Eastman | BIM Handbook: A Guide to Building Information Modelling (BIM) for Owners, Managers, Designers, Engineers and Constructions[END_REF], [START_REF] Love | A benefits realization management building information modeling framework for asset owners[END_REF].

The second factor which contributes to barriers and challenges of BIM implementation in construction projects is 'process'. All respondents mentioned that a guideline on BIM is important to assist construction players to implement BIM in construction projects. Without a proper guideline, BIM implementation process could be false and it causes the construction players fail to obtain benefits of BIM. Apart from that, many construction players have developed their own version of BIM implementation guideline [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF]. However, their own guideline somehow has resulted in confusion among construction players, which render the construction players to feel doubted to implement BIM [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF], [START_REF]Issues and Challenges in Implementing BIM For SME's in the Construction Industry[END_REF]. This matter led to the slow adoption of BIM in construction projects because most of construction players refuse to implement BIM in their next construction projects.

The last factor contributing to barriers and challenges of BIM implementation in construction projects is 'technology'. All respondents agreed that, to adopt a new technology such as BIM requires high cost. The cost to adopt new hardware (computer), software (BIM tools) and BIM training are expensive [START_REF] Eastman | BIM Handbook: A Guide to Building Information Modelling (BIM) for Owners, Managers, Designers, Engineers and Constructions[END_REF], [START_REF] Furneaux | BIM: Implications for Government[END_REF], [START_REF] Forbes | Modern Construction Lean Project Delivery and Integrated Practices[END_REF]. All respondents agreed that, the total amount to implement BIM in a construction organization could reach RM 15,000.00 to RM 90,000.00, which only large organizations can afford. Construction players need to invest around RM 15,000.00 only to adopt BIM tools, meanwhile to adopt new hardware such as computer to support BIM tools and BIM training could reach to RM 90,000.00.

Combinations of all these factors results in the slow implementation of BIM among the Malaysian construction projects in general. Table 4 shows the summary of barriers and challenges of BIM Implementation in construction projects. BIM training is expensive.

Potential Improvement of BIM Implementation in Construction Projects

The aim of this part is to investigate potential improvement to overcome the barriers and challenges of BIM implementation in construction projects. All respondents have suggested several potential improvements in order to overcome barriers and challenges of BIM implementation in managing construction projects. There are seven [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF] potential improvements revealed from the semi-structured interviews.

All respondents agreed that early understanding on BIM among top managerial in organization is important to increase BIM implementation in construction projects. Top managerial plays a significant role in order to increase BIM implementation in construction projects [START_REF] Eastman | BIM Handbook: A Guide to Building Information Modelling (BIM) for Owners, Managers, Designers, Engineers and Constructions[END_REF], [START_REF] Kymmell | Building Information Modeling: Planning and Managing Construction Projects with 4D CAD and Simulations[END_REF]. The top managerial deserve the right in deciding to implement BIM in an organization in order to manage their projects. Moreover, top managerial also has full authority to encourage or to force their staff to implement BIM. Apart from that, early understanding by top managerial could also facilitate their staff to undergo training on BIM and also facilitate BIM implementation process in an organization.

Apart from that, all respondents also agreed that, the Malaysian government should provide a guideline on BIM to assist BIM implementation in construction projects among construction players. The guideline will assist construction players the right process to implement BIM in construction projects [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF], [START_REF]Issues and Challenges in Implementing BIM For SME's in the Construction Industry[END_REF]. Apart from that, all respondents agreed that an approach model to implement BIM is required to assist construction players especially for the beginner to implement BIM. A strategic approach model to implement BIM is needed in order to assist construction players [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF].

Last and but not least, all respondents explained that cooperation between BIM practitioner, academia and researcher can give early exposure on BIM to undergraduate and postgraduate student. Their cooperation could increase knowledge and skill on BIM among the students. It can be done by creating one added syllabus on BIM in academic menu. Hence, students will be familiar with the BIM process, its tools and more prepared in their future career. This is because, BIM will become one of requirement for students in order to get involved in the construction industry. Moreover, the cooperation among BIM practitioner, academia and researcher can increase awareness on BIM by sharing information on BIM through publishing articles in several publications. Table 5 shows the potential improvements stated by the respondents.

Conclusion and Further Works

The findings from the interviews revealed that, BIM implementation in construction projects is important to produce a better end product of construction project. Based on the findings, the effects, barriers and challenges of BIM implementation in Malaysian construction projects faced by Malaysian construction players were similar to others countries such as the United Kingdom (UK) and Singapore [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF]. Therefore, it can be concluded that, each country will face the same issues in order to implement BIM in their AEC industry.

Apart from that, potential improvement suggested by the respondents was also found similar to others studies. For example, both countries (UK and Singapore) highlighted that collaboration between BIM practitioner and government play an important role in order to implement BIM in the construction industry [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF]. Apart from that, cooperation between both parties is also important to develop a standardize BIM guideline, which could be used by all construction players in their country [START_REF] Zakaria | Exploring the adoption of Building Information Modelling (BIM) in the Malaysian construction industry: A qualitative approach[END_REF]. However, this paper also revealed that, the Malaysian construction players need to be guided in order to implement BIM in construction projects or else they will refuse to implement BIM in construction projects. Moreover, collaboration among BIM practitioner, top managerial and government plays significant roles to increase BIM implementation in construction projects. This shows that a synergy between the government and the practitioner is crucial in realizing the implementation of this amazing tool in order to reap its full benefits and potentials in Malaysia and the AEC industry in other countries generally.

All information stated in this paper is useful to the construction players in other countries, which intend to implement BIM in their AEC industry. The information will expose construction players the reality that must be faced by them in order to implement BIM. Moreover, it could also be their guideline in order to avoid any unexpected circumstance along their way to implement BIM. Further work should be made in exploring the approach that could improve the implementation of BIM in construction projects. In order to do so, more interviews and survey can be conducted in order to gain more in-depth information on BIM. The information will be useful to increase BIM implementation in the AEC industry.

Table 1 .

 1 Respondent's Background.

	Respondent Position in Project Using BIM Experience in	No. of Project
			Project Using	Using BIM
			BIM (Year)
	R1	BIM principal director	6	3
	R2	BIM coordinator	4	2
	R3	Contractor/Project manager	3	3
	R4	BIM coordinator	4	4
	R5	Client	5	2
	R6	Structural engineer/client	3	4
	R7	M&E engineer/client	3	2
	R8	Architect/client	4	4

Table 3 .

 3 Positive effects of BIM Implementation.

	No Factors Benefits
	1	Time	Faster decision making and producing project design.
			Earlier clash detection in design stage.
			Reduce construction time to complete project design.
			Avoid data or information lost.
	2	Cost	Avoid cost overrun.
	3	Quality Increases effectiveness in managing site coordination.
			Increase communication and collaboration among design team.
			Increases quality of a construction project by reducing construction
			problems.
			Avoid accident in construction site.

Table 4 .

 4 Barriers and Challenges of BIM Implementation.

	No Factors	Barriers and Challenges
	1	People	Comfortable with traditional process made construction players refuse to
			change.
			Lack of knowledge of BIM.
			Lack of skill on BIM.
	2	Process	No BIM guideline and specific model could assist construction players to
			implement BIM.
	3	Technology BIM tools are expensive.
			New hardware is expensive.

Table 5 .

 5 Potential Improvements of BIM Implementation

	No Approach
	1	Early understanding by top managerial in an organization on BIM.
	2	Awareness on BIM by undertaking training and attending seminars on BIM.
	3	Encouragement from top managerial in organization to implement BIM.
	4	Enforcement for implementing BIM by the government in construction projects.
	5	Government should provide BIM guideline.
	6	A strategic approach model is required to assist construction players to implement BIM
		in construction projects.
	7	Cooperation among BIM practitioner, academia and researcher to educate and expose
		BIM to undergraduate and postgraduate students in any institutions.

Acknowledgments. The authors would like to thank the Ministry of Education of Malaysia (MOE), and the Office of Research, Innovation, Commercialization and Consultancy (ORICC), UTHM, for supporting this research under the Exploratory Research Grant Scheme (Vote No. E029) as well as to the respondents (public and private sectors), which willing to share all information for this paper.