Benefícios do uso do <i>Building Information Modeling</i> para o gerenciamento de projetos

Contini, Tiago Ajami; Pedron, Cristiane Drebes

doi:10.1590/1806-9649-2025v32e2125

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ORIGINAL ARTICLE • Gest. Prod. 32 • 2025 • https://doi.org/10.1590/1806-9649-2025v32e2125 linkcopiar

Benefícios do uso do Building Information Modeling para o gerenciamento de projetos

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

Resumo O objetivo deste estudo foi investigar os benefícios da utilização do Building Information Modeling (BIM) para a Gestão de Projetos. Na literatura foram encontrados estudos de casos individualizados sobre a temática, porém o presente estudo se trata de uma análise abrangente acerca destes benefícios. Os benefícios levantados foram categorizados de acordo com as áreas de conhecimentos do Project Management Institute (PMI), tendo sido identificado como eles impactam a gestão de projetos. Foi realizada uma Revisão Sistemática da Literatura nas bases de dados Scopus e Web of Science. Foram analisados 30 artigos e mapeados 173 benefícios da utilização de BIM para a gestão de projetos. O artigo oferece uma matriz de interação entre os benefícios do BIM, estágio de desenvolvimento do projeto e as áreas de conhecimento do PMI (2017). Em relação aos estágios de desenvolvimento do projeto, foram identificados benefícios nos estágios de design, planejamento e construção. Em relação às áreas de conhecimento do PMI (2017), 42 benefícios foram mapeados na área de integração, 35 benefícios foram mapeados sobre a melhoria na área de custos e 26 benefícios na melhoria na elaboração do cronograma.

Palavras-chave:
Modelagem da Informação da Construção; BIM; Gestão de projetos; Gerenciamento de Projetos; Gerenciamento de Benefícios; PMBOK

Dimension	Short description
3D	Parametric modeling
4D	Planning
5D	Budgeting
6D	Sustainability
7D	Maintenance management

PMBOK Knowledge Area	Definition (PMI, 2017)	Benefit Consideration
Integration Management	Identifying, defining, combining, unifying and coordinating processes and activities.	Improvement
Scope Management	Define, clarify and control what is and is not included in the project.	Improvement
Schedule Management	Completing the project on time.	Reduction or Control
Cost Management	Planning, estimating, budgeting, financing and cost control so that the project is completed within the approved budget.	Reduction or Control
Quality Management	Planning, management and control of project and product quality requirements.	Increase or control
Resource Management	Identify, acquire, organize and manage the necessary resources.	Improvement
Communications Management	Planning, generation, collection, creation, distribution, storage, retrieval, control, monitoring, organization and timely and appropriate disposal of project information.	Improvement
Risk Management	Planning, identifying and analyzing risks, planning and implementing responses to risks and monitoring risks.	Improvement and/or Reduction of negative risk
Procurement Management	Buying or acquiring the necessary products, services or results from outside the project team to carry out the work.	Improvement
Stakeholder Management	Identify, analyze expectations, and manage engagement.	Improvement

ID	Article title	Author
A01	Adoption and implementation of BIM - case study of a Saudi Arabian AEC firm	Almuntaser et al. (2018)
A02	Diagnostic and assessment benefits and barriers of BIM in construction project management	Al-Zwainy et al. (2017)
A03	Building information modeling (BIM): Now and beyond	Azhar et al. (2012)
A04	Overview: The opportunity of BIM in railway	Bensalah et al. (2019)
A05	Perceived benefits of and barriers to Building Information Modelling (BIM) implementation in construction: The case of Hong Kong.	Chan et al. (2019)
A06	An investigation on virtual information modeling acceptance based on project management knowledge areas	Didehvar et al. (2018)
A07	Mobile BIM implementation and lean interaction on construction site: A case study of a complex airport project	Koseoglu & Nurtan-Gunes (2018)
A08	Applications of building information modelling for planning and delivery of rapid transit.	Saldanha (2019)
A09	Corrib onshore gas pipeline, Ireland-using BIM on a large infrastructure project	Ward et al. (2014)
A10	Study on the cost control of construction engineering projects based on BIM	Zhao & Assi (2015)
A11	Benefit sharing for BIM implementation: Tackling the moral hazard dilemma in inter-firm cooperation	Zheng et al. (2017)
A12	Rapid construction and advanced technology for a COVID-19 field hospital in Wuhan, China	Zhou et al. (2020)
A13	Building information modeling as a risk transformer: An evolutionary insight into the project uncertainty	Ahmad et al. (2018)
A14	BIM-LEAN as a methodology to save execution costs in building construction. An experience under the Spanish framework	Andújar-Montoya et al. (2020)
A15	Building information modelling demystified: does it make business sense to adopt BIM?	Aranda-Mena et al. (2009)
A16	Use of BIM with photogrammetry support in small construction projects. Case study for commercial franchises.	Conde et al. (2020)
A17	Lessons from Using BIM to Increase Design-Construction Integration	Luth et al. (2014)
A18	Digital project management in infrastructure projects: a case study of Nagpur Metro Rail Project	Pakhale & Pal (2020
A19	Building Information Modeling (BIM) for project value: Quantity take-off of building frame approach	Whang & Park (2016)
A20	The project benefits of building information modelling (BIM).	Bryde et al. (2013)
A21	Supply-chain transparency within industrialized construction projects.	Čuš-Babič et al. (2014)
A22	BIM for Improved Project Communication Networks: Empirical Evidence from Email Logs	Du et al. (2020)
A23	An overview of benefits and challenges of building information modelling (BIM) adoption in UK residential projects	Georgiadou (2019)
A24	Building information modeling and building knowledge modeling in project management	Jasim et al. (2020)
A25	Demystifying construction project time-effort distribution curves: BIM and non-BIM comparison.	Lu et al. (2015)
A26	Construction project quality management using building information modeling 360 field	Nguyen et al. (2018)
A27	Integration of Lessons Learned Knowledge in Building Information Modeling	Oti et al. (2018)
A28	Using building information modeling for a commercial building in Beijing, China	Peng et al. (2018)
A29	Strategy management of construction workspaces by conflict resolution algorithm and visualization model	Rohani et al. (2018)
A30	Subjective benefit evaluation model for immature BIM-enabled stakeholders	Yang & Chou (2019)

Benefits	ID	Benefits	ID
Improving the scope definition process	B01	Access to information in real time	B19
Improved decision-making	B02	General efficiency improvements	B20
Improved knowledge management	B03	Cost reduction	B21
Improving the design process	B04	Reduction of cost variance	B22
Better design quality	B05	Improved cost control	B23
Reduction of people in the process	B06	Better understanding of the scope	B24
Improved customer satisfaction	B07	Better scope management	B25
Reduced duration	B08	Improved project coordination	B26
Improved speed	B09	Improved knowledge management	B27
Best cost estimate	B10	Improved change management	B28
Organizational image	B11	Better integration between people	B29
Worker health and safety	B12	Improved delivery accuracy	B30
Improved constructability	B13	Reduction of losses (rework)	B31
Improved risk mitigation	B14	Productivity improvements	B32
Improved risk identification	B15	Risk Mitigation	B33
Improved schedule preparation	B16	Improved stakeholder coordination	B34
Better supply chain management	B17	Prevent delays	B35
Improved information flow	B18	Improved deadline control	B36

Benefits	Knowledge Area	A01	A02	A03	A04	A05	A06	A07	A08	A09	A10	A11	A12
B01	Scope		x		x		x		x	x		x	x
B02	Integration			x	x		x				x
B03												x
B04			x									x
B05	Quality							x			x
B06	Human Resources											x
B07	Stakeholders	x							x	x
B08	Time					x						x

Benefit	Knowledge Area	A13	A02	A14	A15	A03	A04	A05	A06	A18	A08	A09	A19	A10	A11
B09	Communication													x
B10	Cost		x	x		x	x	x	x		x		x	x
B11	Integration							x
B12	Integration					x
B13	Quality				x
B14	Risks	x
B15	Risks								x
B16	Time		x	x		x	x		x	x	x	x		x	x
B08	Time

Benefits	Area of knowledge	A01	A02	A14	A15	A03	A04	A20	A05	A16	A21	A06	A22	A23	A24	A08	A24	A17	A26	A27	A18	A28	A29	A08	A09	A19	A30	A10	A11	A12
B17	Acquisitions																												x	x
B18	Communication			x	x			x			x	x	x																x
B19					x							x							x		x							x
B20							x		x				x									x
B21	Cost		x									x		x		x		x				x	x						x
B22				x																	x			x					x
B23							x																				x
B24	Scope		x					x	x					x							x				x		x		x
B25	Scope
B26	Integration				x	x	x	x				x		x					x		x	x					x		x
B27		x	x									x			x				x	x									x
B28			x								x	x														x	x	x	x
B29			x				x																	x	x
B12			x	x					x																x				x
B30	Quality						x	x	x			x		x				x									x		x
B31			x		x		x					x				x			x		x								x
B32			x	x	x		x					x									x
B33	Risks						x	x																x
B34	Stakeholders																												x
B08	Time		x	x			x	x		x		x		x		x	x		x			x	x							x
B35				x			x														x			x	x
B36			x						x

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Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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