DEVELOPMENT AND APPLICATION OF KEY PERFORMANCE INDICATORS TO ANALYZE AND IMPROVE MANAGEMENT OF INFORMATION FLOW IN THE BIM DESIGN PROCESS.

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1 DEVELOPMENT AND APPLICATION OF KEY PERFORMANCE INDICATORS TO ANALYZE AND IMPROVE MANAGEMENT OF INFORMATION FLOW IN THE BIM DESIGN PROCESS. Leonardo Manzione, PhD Candidate, Escola Politécnica at University of Sao Paulo, Brazil (POLI-USP) Mariana Wyse, Master Candidate, Escola Politécnica at University of Sao Paulo, Brazil (POLI-USP) Rafael Sacks, Associate Professor, Technion-Israel Institute of Technology, Haifa, ISRAEL Léon Berlo, PhD Candidate, TNO Built Environment and Geosciences, Delft, The Netherlands Silvio B. Melhado, Associate Professor, Escola Politécnica at University of Sao Paulo, Brazil (POLI-USP) ABSTRACT Due to the interoperability provided by the IFC standard, BIM technologies and IFC model servers are beginning to enable a design environment where the exchange of information among the actors can be made synchronously and continuously using a single and central data model. Although this new set of technologies enables concurrent design, the problems associated with managing the flow of information itself in a concurrent design environment requires explicit management of editing rights and version control at the level of individual objects, rather than at the file level. However, while these are technical issues that have standard solutions, managing designers involvement in the process also becomes more challenging, requiring the development of new management methods suitable for the BIM collaborative environment. Common problems such as information overflow and incomplete modelling solutions or incorrectly matched technical solutions, inventories of work in progress due to inattentive designers, if not treated methodically in the BIM platform, can quickly cause bottlenecks for the advancement of the process. The bottlenecks result in process waste (such as time spent waiting, large inventories of design information, processing sequences that cause unnecessary iterations, long cycle times and schedule overruns, etc.). The application of concepts that allow structuring and measuring of the information flow can improve the process and reduce the waste of resources, but the lack of a specific methodology for measuring the information flow in a BIM environment constitutes a barrier to the research. Taking a previous study (in which seven key performance indicators were developed and validated for application with conventional technology) as a starting point, this work has developed the methodology for using these indicators in a BIM project. Keywords: information flow measure, collaborative design, model server, design management 1. INTRODUCTION When talking about building construction, the accomplishment of stated schedules is a constant problem, therefore there is a constant claim of the developers about design delivery being late. The design process is informally managed, with inappropriate planning techniques and the low utilization of the IT resources. There are also claims from the design professionals because of the rework, which is responsible for the profit loss, (Manzione 2006). Proceedings of the CIB W78-W : International Conference Sophia Antipolis, France, October

2 Due to the interoperability provided by the IFC standard, BIM technologies and IFC model servers are beginning to enable a design environment where the exchange of information among the actors can be made synchronously and continuously using a single and central data model, ( London 2010). Although this new set of technologies enables concurrent design, the problems associated with managing the information flow itself in a concurrent design environment requires explicit management of editing rights and version control at the level of individual objects, rather than at the file level. However, while these are technical issues that have standard solutions, managing designers involvement in the process also becomes more challenging, requiring the development of new management methods suitable for the BIM collaborative environment. The purpose of this paper is to propose a new methodology aiming the organization, planning and control of design process within BIM technology, focusing in defining KPIs to measure process efficiency. 2. TOWARDS A BIM INTEGRATED MANAGEMENT MODEL (B.I.M.M) Information is the fuel for design process and the proper organization of the information flow constitutes one of the key actions to ensure the project s goals are achieved. Design process has a variable nature. In the first development stages, the information content has high impact in the final solution, and as the process follows to more advanced stages the impact is reduced, corresponding to the passage from a less structured status with more uncertainty where negotiations are required to a more structured status, where information flow complexity grows, as the number of involved actors (Figure 1). Traditionally, design process has been planned with the same techniques used for constructions. But these techniques don t allow representation of the cycles and iteration existing in a complex process as the design process. They only monitor design s progress based on the conclusion and deliver of 2D designs instead of analyzing the increment and advance of the design through key information that aggregate along the process. BIM technology potentializes the raise on information content impact as with it it s possible to bring all actors together from process beginning due to its semantic richness. This semantic richness of BIM technology generates an additional obstacle to the process as it facilitates integration and exchange between actors and demands a structured methodology for managing the information flow and the design process as a whole. Dentro dessa linha a bibliografia nos mostra diversas publicações nos últimos anos que abordam conceitos e metodologias desenvolvidas com o objetivo de orientar a implementação do BIM como um processo, (Sciences, 2007), (University, 2010), ( Fallon 2007). Outras metodologias estruturadas, tendo como origem a metodologia ADePT (Austin 1999), (Austin 2002) foram desenvolvidas e procuraram estruturar o processo de projeto de maneira genérica, porém sem um foco preciso no BIM, (Austin 2001). Mais recentemente o projeto Inpro, (Benning et al. 2010), pode ser considerado como uma iniciativa de maior amplitude, na medida em que organiza as fases iniciais do processo de projeto em BIM alinhando dentro de um Hub Colaborativo em IFC as demandas de Gestão e de Tecnologia da Informação. No universo BIM a IDM (Wix 2006) tem sido utilizada como uma metodologia para a estruturação do seu processo. O principal objetivo de desenvolver IDM e MVD é o de definir as especificações para mapear a troca de informações entre os modelos de objetos em IFC para a sua implementação na interface entre softwares. Posteriormente são desenvolvidas as regras para a sua utilização em modelos de processo através da BPMN, (Ouyang 2009), (White 2004). A BPMN foi adotada dentro da metodologia da IDM como ferramenta de mapeamento do processo e se mostra eficiente, pois cria uma ponte entre a concepção do Processo de Projeto e a sua implementação estabelecendo as fases, definindo as responsabilidades dos agentes envolvidos e criando os modelos de troca das informações através de Exchange Requirements, (Sacks 2010). Embora toda a metodologia desenvolvida tenha consistência e sirva aos seus propósitos específicos, fica faltando ainda uma abordagem sistêmica que combine o conjunto desses métodos e que possibilite o planejamento e controle do processo em uma plataforma integrada em IFC.

3 Visando avançar o conhecimento nessa area, a B.I.M.M. (BIM Integrated Management Model) methodology, as shown on Figure 1, was proposed to manage the information flow in an integrated way, combining several methodologies of planning and design management. This work is the central theme of the first author s PhD research. His research is in development and at the end it will establish the necessary procedures for each stage defined from 1 to 11, as well as the proposition of a collaborative Hub for its support. HVAC Architecture Model and workbreakdown Structure Design Structure Matrix (DSM) Information Delivery Manual (IDM) Business Process Modelling Notation (BPMN) 1 COORDINATION Design Exchanges and Central Model Updates Disciplines Swinlanes 7 6 MODELING Architecture Structure HVAC Coordination 8 CONTROL LOOP CORRECTIVE ACTIONS 3 10 IFC ANALYSIS PPC Last Planner PLANNING LOOP DASHBOARD KPI Measures Exchanges 2 Requirements B.I.M.M. Collaboration Hub 2 PROCESS MODEL LOOP CPM/GANTT Figure 1: BIM Integrated Management Model (B.I.M.M.) IDM/BPMN MODEL EVOLUTION 11 EDITING MODELLING LOOP MODEL CONCLUSION The methodology s steps will be shortly presented, followed by the detailed procedure to measure the process efficiency through its KPIs. The methodology structures from the connection of four main loops are presented below. Their goals, methods and IT tools used are listed in table 1. A. Process Model Loop Organizing the design process requires studying all activities predecessors through the information flow and for this purpose the use of BPMN methodology may lead to flaws as it doesn t allow the optimization of information flow and the entrance of information may occur in advanced moments where they would result in rework cycles. The Design Structure Matrix (DSM) is a planning tool that allows optimization of the information flow and has been intensively and thoroughly studied (Steward 1981). We suggest the use of the DSM combined with the BPMN as a process improvement. In this case the IDM is used as a guide. B. Planning Loop In the planning loop, we need to be careful to distinguish between the different levels of resolution of planning. We think the DSM and the Critical Path Method (CPM) should be used for the Master Planning, which sets the major design project milestones, and only the milestones. The planning cycles review not only the completion of each detailed phase, but within each phase from time to time. After that, in phase planning, one can use the DSM again together with process mapping or with the detailed IDM process maps to prepare phase schedules. These could be good for say 1-3 month time slots. At this level of resolution, one can define actual information transfers that can be monitored using the control cycle. The planning for each phase should be a team collaborate effort, where the different actors meet to prepare the process map and define the interchanges of information among themselves.

4 This should produce a practical and doable plan, in a similar way to doing weekly work planning for production activities using the Last Planner System (LPS). C. Control Loop The Control Loop uses the BIMServer (Berlo 2010) as a BIM model repository and IFC analyzer (Lipman 2010) as a tool to develop coverage analysis for IFC Files. Analyzing the content of the IFC model with IFC analyzer allow us to measure the efficiency of the design through the measures of the information flow with KPIs,(Sacks 2010). Than the control loop goes in progression from Modeling to BIMServer to IFC analyzer to KPIs and the dashboard. D. Modeling Loop The Modeling Loop occurs across all the process, from the start and incrementally as the project progresses. The Planning and Control Loops give the feedback to the modeling process. LOOP STEP NAME GOALS METHODOLOGIES AND IT TOOLS 1 WBS / MBS Roles and disciplines swinlanes Work Breakdown Structure Breaking the work and the model in Model Breakdown Structure manageable slots PROCESS MODEL PLANNING 2 IDM / BPMN Process Model Exchange Requirements Exchange Models Information Delivery Manual Business Process Modeling Notation (BPMN) 3 DSM Optimize the BPMN information flow Design Structure Matrix 4 CPM Master Plan Sequencing phases, scheduling tasks and information milestones 5 PPC Last Planner, short term tasks and information delivery Critical Path Method (CPM) MSProject, Primavera, etc. Percent Planned Completed (PPC) 6 Modeling Modeling in incremental stages BIM softwares CONTROL MODELING 7 Coordination Model Merge and IFC Integration Clash detection 8 IFC Analysis 9 Dashboard KPIs: Key Performance Indicators measure BIMServer (TNO) Developing Coverage Analysis for IFC IFC File Analyzer - NIST Files AR Action Rate BS Batch Size PS Package Size DV Development Velocity WIP Work in Process BN Bottleneck RW Rework 10 Action From the KPIs the necessary correcting actions are raised to define the next steps, process feedback and modeling. 11 Evolution Design model will develop through coordinated evolution cycles until it reaches its final form. Table 1: BIM Model Management Procedure: Phases and Steps 3. KEY PERFORMANCE INDICATORS METHODOLOGY Para que a metodologia proposta possa ser estruturada são necessários diversos passos sendo que a medida do desempenho do processo é um dos mais importantes. Por esse motivo o objetivo desse artigo é definir especificamente os KPIs para o ambiente BIM e dessa maneira estabelecer medidas para a avaliação do fluxo das informações dentro do modelo de gestão apresentado anteriormente. Taking a previous study of (Sacks 2010), in which seven key performance indicators were developed and validated for application with conventional technology as a starting point, this work has developed the methodology for using these indicators in a BIM project.

5 Como ponto de partida para o experimento foi utilizado um modelo BIM de um edifício habitacional simples apenas com a disciplina de Arquitetura (Figure 2). Foram simulados cinco estados de evolução desse modelo: para cada um deles foi gerado o arquivo IFC e carregado no BIMServer como um usuário hipotético e após os IFCs foram processados no IFC file analyzer gerando-se as respectivas planilhas. Figure 2: Stages of model s sample evolution Para o cálculo dos KPIs algumas definições preliminares são necessárias. Esses conceitos foram definidos em um trabalho anterior de (Sacks 2010) e são reproduzidas textualmente utilizando as telas geradas pelo IFC file analyzer. Para que se possa entender conceitualmente o uso do IFC Analyzer, a Figura 3 abaixo mostra a correspondência entre as definições de Information Objects e Information Attributes cruzando-as e correspondendo-as com o Schema do IFC. INFORMATION OBJECTS INFORMATION ATTRIBUTES Figure 3: Correspondence between IFC analyzer and IFC Schema INFORMATION PACKAGE Definition Represents an entire model or a subset of a model in an exchange, (Figure 4) Information Package A entire model or a subset of a model in an exchange. IFA IFC file analyser spreadsheet representing the whole content of the package information Figure 4: An Information Package INFORMATION OBJECT Definition Definition Is a distinct component of a building or facility with technical and engineering attributes and characteristics, (Figure 5). INFORMATION ITEM Is a single piece of information. It may be textual or graphic.an information package therefore represents a set of information items, (Figure 5).

6 Information Object Information Iten A single piece of information Figure 5: An Information Object and an Information Item INFORMATION ATTRIBUTE Definition Is a technical, engineering or management attribute of an information object such as its dimensions, material type, supplier name, colour, price, etc. The value of an information attribute may appear in any number of information packages, (Figure 6). IfcArbitraryClosedProfileDef IfcArbitraryProfileDefWithVoids IfcCircleProfileDef IfcExtrudedAreaSolid IfcRectangleProfileDef IfcDoorLiningProperties IfcDoorStyle IfcPropertySet IfcPropertySingleValue IfcRelDefinesByProperties IfcWindowLiningProperties IfcWindowStyle IfcMaterial Definition Figure 6: An Information Attribute ACTION is performed by a team member to communicate information. In our case: upload or download an IFC file to the central model at BIMServer and vice-versa. Definition INFORMATION BATCH Is a set of information packages transferred together. Table 2: Basic Definitions 4. KPIS DEFINITION AND PROOF OF CONCEPTS Após essas definições e com os dados do modelo de exemplo da figura 3, foram calculados os KPIs, utilizando-se o IFC analyzer e os dados do BIMServer, indicados nas Tabelas 3 e 4 e representados graficamente através de um dashboard conforme a Figura 8. A partir das definições de (Rafael Sacks 2010) para KPIs em um projeto convencional podemos extender e provar a sua utilização para o ambiente BIM conforme tabela a seguir: AR: ACTION RATE Definition: The rate at which information is transferred, (Figure 7). Este índice tem como objetivo principal medir as ações dos membros da equipe de projeto This KPI is calculated from the measurement of users' actions directly at BIMServer log file. The average over any given time period t1 to t2 for a number of team members ntm is defined as: AR = nai, k (t2 t1)

7 Actions at BIMServer Revisions, Checkouts Figure 7: Action Rate = Actions of an user at BIMServer per unit time PS: PACKAGE SIZE Definition: Quantifies the level of detail of information packages Obsv. Esse KPI mede o nível de detalhe da informação contida nos pacotes e possibilita a avaliação da taxa de aumento desses detalhes e permite inferir o grau de conclusão do projeto. Uma mudança no tamanho do pacote da informação não necessariamente reflete o aumento ou a redução do conteúdo da informação que é transferida, por esse motivo esse KPI é baseado na contagem das unidades de informação. niai v is the number of attributes belonging to information object i that have values assigned to them (at time t), and nio is the total number of information objects in the package. Na planilha do IFC analyser o Package Size é calculado diretamente somando-se o número de entidades que correspondem às classes do IFC Shared Building Elements, (Table 4). nio PSt = niai, v i 1 An important point is to measure how far the package is ready to its conclusion and it will be necessary before we determine what will be the size it should have. The solution to this problem is not simple because it set the amount of information it should contain in a project and specifying it, will require the planning of packages to be produced and referred them to specific stages of development. Estimando-se o PS total podemos definir o PSMaturity conforme fórmula abaixo. No exemplo o PSM foi calculado dividindo-se o valor de cada PS de cada versão do modelo pelo PS total da ultima versão, pois nesse caso esse valor já era conhecido ou poderia ser estimado. PSMt = PSt niai WIP: WORK IN PROCESS Definition: The number of available but unused information packages Como esse KPI mede o atraso entre o upload e o download da informação ele indica possíveis gargalos em membros da equipe que acumulam muita informação antes de iniciar o trabalho. This KPI is based on calculating the interval time that a packet of information is available on a server waiting to be downloaded or viewed by the interested user. Working with a model in the central BIMServer the calculation of this KPI is simple and uses the BIMServer log file with the actions date of the team member k. Tupj is the day on which package j was uploaded, package size (PS) is as defined earlier and Uj = 1, if package j has been viewed or downloaded by team member k, Uj = 0 if not. No exemplo o WIP foi calculado a partir da distribuição normalizada do número de entidades IFC contadas no IFC analyzer em cada uma das versões do modelo. WIP(t) = (t Tupj)PSjUj BS: BATCH SIZE Definition: The batch volume of information transferred Esse KPI reflete a quantidade de informação que é acumulada por um determinado membro da equipe desde a sua última entrega de informação. Observa-se com freqüência a tendência dos profissionais em transmitir as informações em grandes lotes, normalmente antes de reuniões ou em vésperas de pagamentos. Esse procedimento é adotado para a otimização da produção dos escritórios, porém prejudica o fluxo dos demais parceiros que precisam ficar parados esperando pela informação. Contudo, recomenda-se que a informação seja transferida em pequenos lotes.

8 nip is the number of information packages in the batch. No exemplo foram contados com o IFC analyzer o número de information objects em cada uma das versões do modelo. BSt = niai DV: DEVELOPMENT VELOCITY Definition: Representa a velocidade com a qual a informação está sendo transferida para a equipe. Possibilita identificar gargalos dentro do processo na medida em que velocidades baixas podem apontar tanto para atrasos quanto para a transmissão feita em grandes lotes. Easily measured because it is calculated directly from measures of Package Sizes or Batch Sizes. DV = BSt BSt 1 Tt Tt 1 BN: BOTTLENECKS Definition: Identifies possible bottleneck partners in the process at any given time. Possibilita identificar os pontos onde a informação fica obstruída em seu fluxo. Easily measured because it correlates the indices DV and WIP. Com o IFC analyzer esse KPI foi calculado graficamente correlacionando-se os indices DV e WIP, foi também calculado o índice de correlação linear, no caso obtivemos -0,79 o que mostra uma forte correlação entre esses índices. RW: REWORK Definition: Quantify the rework included in information packages O objetivo é identificar retrabalhos resultantes de interações negativas e por esse motivo o cálculo do KPI precisa ser sempre acompanhado pela análise direta do projeto observando-se o teor ocorrido das mudanças para que se possa separar as interações negativas das positivas. niat é obtido através da contagem dos Information Attributes cujos valores foram modificados entre o intervalo de tempo T e T-1. Usando o IFC analyzer esse KPI é obtido processando-se simultaneamente as versões do modelo em T e T-1 e obtendo-se por comparação entre o número de entidades IFC a diferença na contagem dos atributos cujos valores foram modificados, (Table 4) niat RWI = PSt PSt 1 + niat Table 3: KPIs Definition Action Rate Package Size Maturity Work in Process Batch Size Development Velocity Bottlenecks

9 Rework Figure 8: KPIs Dashboard KPIs Dashboard INFORMATION OBJECTS = SHARED BUILDING ELEMENTS INFORMATION ATTRIBUTES 5. CONCLUSIONS MODEL VERSIONS V1: 19/04/11 V2: 20/04/11 V3: 21/04/12 V4: 22/04/13 Action Rate 2,00 2,00 2,00 2,00 Revisions feed at BIMServer 19/4/11 20/4/11 21/4/11 22/4/11 Download feed at BIMServer 20/4/11 21/4/11 22/4/11 23/4/11 Total Actions made Time interval (days) Package Size Maturity 0,0631 0,5908 0,8929 1,0023 Package Size Excel formula E15/I15 F15/I15 G15/I15 H15/I18 Total of Information Objects Information Objects formula SUM(E37:E49) SUM(F37:F49) SUM(G37:G49) SUM(H37:H49) Work in Process Normalized -0,92 0,22 0,80 1,06 Work in Process 3.376, , , ,00 Average ,20 Standard deviation ,56 Interval time between download and upload (days) Uj Batch Size Percent Increase of Batch Size 497% 42% 13% Development Velocity Normalized 1,31-1,14-0,64 Development Velocity Average 7.238,75 Standard deviation 7.266,57 Normalized value 1,31 0,17-0,47 Bottlenecks graphic graphic graphic graphic Rework Information Attributes whose values have changed Total of Information Attributes Total of Information Objects IfcBeam IfcColumn 4 4 IfcColumnType 4 4 IfcCovering IfcDoor IfcFooting 51 IfcOpeningElement IfcRailing 4 4 IfcRoof 6 IfcSlab IfcStair 8 8 IfcWallStandardCase IfcWindow IfcFlowSegment 1 IfcPipeSegmentType 1 IfcArbitraryClosedProfileDef IfcArbitraryProfileDefWithVoids IfcCircleProfileDef IfcExtrudedAreaSolid IfcRectangleProfileDef IfcDoorLiningProperties IfcDoorStyle IfcPropertySet IfcPropertySingleValue IfcRelDefinesByProperties IfcWindowLiningProperties Table 4: IFC analyzer spreadsheet and KPIs calculation O artigo procurou apresentar inicialmente uma proposta de metodologia para a Gestão do Processo de Projeto em BIM. O modelo apresentado ainda está em desenvolvimento e sua apresentação nesse artigo foi feita de maneira resumida. Entende-se que o processo de projeto tenha que ter além dos controles gerenciais de prazos, feitos a partir de cronogramas, um controle mais granular do seu desempenho.

10 Esse controle pode ser feito a partir do cálculo dos indicadores de desempenho do processo. Esses KPIs foram demonstrados anteriormente em um ambiente de projeto convencional que utilizou arquivos em CAD 2d e a proposta do artigo foi demonstrar a sua validação para uso no ambiente BIM. Para isso foram simuladas situações de um projeto hipotético onde o BIMServer foi utilizado para hospedar as versões do modelo no formato IFC e posteriormente cada uma dessas versões foram processadas utilizando-se o IFC analyzer. Prevê-se a continuidade do presente trabalho quando for possível encontrarem-se projetos reais aonde um Model Server possa ser utilizado, pois atualmente essa tecnologia ainda é pouco adotada. O cálculo desses KPIs ficou facilitado e provado no ambiente BIM e pode ser automatizado em trabalhos futuros. Uma proposição para futuros trabalhos pode ser o desenvolvimento de uma interface que opere em conjunto com o BIMServer onde o IFC analyzer possa ser acionado a partir das ações dos participantes, uma vez que ele possui também a possibilidade de ser disparado a partir de linha de comando. Nessa proposição seria necessária também o desenvolvimento de uma interface gráfica que possibilite a visualização em tempo real dos gráficos dos KPIs. REFERENCES Austin, S. (1999). "Analytical design planning technique: a model of the detailed building design process." Design Studies 20(3): Austin, S. (2002). "Modeling and managing project complexity." International Journal of Project Management 20(3): Austin, S. et al. (2001). "Design Chains: a Handbook for Integrated and Collaborative Design." Loughborough, Loughborough University. London, K., et al. (2010). "Towards the Development of a Project Decision Support Framework for Adoption of an Integrated Building Information Model using a Model Server. Building Information Modeling and Construction Informatics". J. U. U. Isikdag. New York, Information Science Reference: Fallon, K., et. al (2007). General Buildings Information: Handover Guide: Principles, Methodology and Case Studies, National Institute Of Standards and Technology: 99. Berlo, L. et. al (2010). "BIMSERVER.ORG an Open Source IFC Model Server". 27th International Conference - Applications of IT in the AEC Industry & Accelerating BIM Research Workshop, Cairo, Egypt, CIB. Lipman, R. (2010). "Developing Coverage Analysis for IFC Files". 27th International Conference - Applications of IT in the AEC Industry & Accelerating BIM Research Workshop, Cairo, Egypt, CIB. Manzione, L. (2006)." Estudo de Métodos de Planejamento do Processo de Projeto de Edifícios". Master Dissertation, Universidade de São Paulo. Ouyang, C., et al. (2009). "From Business Process Models to Process-oriented Software Systems: The BPMN to BPEL Way." ACM Transactions on Software Engineering and Methodology. Benning, P., et al. (2010). "Collaboration processes. Framework for Collaboration". Inpro Report, Inpro Consortium: 43. Sacks, R., et al. (2010). "Introducing a new Methodology to Develop the Information Delivery Manual for AEC Projects". 27th International Conference - Applications of IT in the AEC Industry & Accelerating BIM Research Workshop, Cairo, Egypt, CIB. Rafael Sacks, E T. (2010). "An empirical study of information flows in multi-disciplinary civil engineering design teams using lean measures." Architectural Engineering and Design Management. Sciences, National Institute of Building (2007). National Building Information Model Standard. "Overview, Principles and Methodologies". Steward, D. (1981). "The Design Structure System: a Method for Managing the Design of Complex Systems." IEEE Transactions on Engineering Management 28: University, The Pennsylvania State (2010). "BIM Project Execution Planning Guide Version 2.0". University Park, PA, USA., The Pennsylvania State University: 127. White, S. A. (2004). "Introduction to BPMN", IBM Corporation. Wix, J. (2006). "Information Delivery Manual Guide to Components and Development Methods", buildingsmart, Oslo, Norway: 82.