Comparing Team Interactions in Traditional and BIM-Lean Design Management

There is qualitative evidence showing that design teams use BIM-lean management have a higher level of interaction than do not this approach. However, there no quantitative empirical interaction. Therefore, the objective paper to present differences among various types interactions team. Two case studies were analyzed, and their was assessed from lean BIM perspective while team using social network analysis (SNA). To achieve aim paper, four steps performed: (1) study selection; (2) description projects perspectives; (3) assessment interaction; (4) comparison SNA. The results show project applied exhibited levels its members traditional team; transparent, orderly, standardized information flows; collaborative, trusting, learning environment; commitment management. None these elements visible in did apply It suggested an be performed on representative sample future so conclusive statistical inferences could made.