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Business area digitalisation analysis

Architecture, design and construction engineering digitalisation

How to manage requirements, building information modelling (BIM) coordination, changes and design knowledge

Digital maturity

Typical digital maturity

Shows the level of technological and process digitalisation at which companies in the sector or business area typically operate today.

A typical market situation is assessed, not the most advanced companies.

The assessment consists of five equally weighted dimensions:

Core system usage
Whether ERP, CRM, WMS, MES, customer portals or other operationally important systems are widespread in companies.
Process digitalisation
How many core processes run in systems and how many are still managed manually.
Systems integration
Whether core systems exchange data between themselves or whether employees transfer information manually.
Data quality and readiness
Whether core data is structured, up-to-date, consistent and suitable for automation and analytics.
Advanced data use
Whether real-time analytics, forecasting, automated alerts, optimisation models or AI are used.

The final score is the average of the five dimensions.

1–5 scale

  • 1 very low maturity
  • 2 low maturity
  • 3 medium maturity
  • 4 high maturity
  • 5 very high maturity

A low maturity score does not necessarily indicate low potential. On the contrary, low maturity and a high level of manual work may indicate significant untapped digitalisation value.

average
Skaitmenizacijos potencialas

Digitalisation potential

Shows how much significant business value a typical sector or business area company can create by systematically digitalising core processes.

The rating is calculated on a 100-point scale across five dimensions:

Process frequency and scale 20 %
An assessment of how frequently the digitalised processes recur and what proportion of operations they represent.
Manual work intensity 20 %
An assessment of the extent to which processes depend on email, telephone, Excel, paper documents and repeated data entry.
Impact on revenue and costs 25 %
An assessment of the potential effect on sales, margin, customer retention, administrative costs, errors, downtime or inventory.
Growth and scale potential 20 %
An assessment of whether digitalisation would enable operational capacity to be increased without expanding headcount and costs at the same rate.
Impact on decisions and risk 15 %
An assessment of the potential effect on data reliability, decision-making speed, customer experience, and the reduction of errors and operational risk.

The final score is calculated according to the assessments and weights of all dimensions.

100-point scale

  • 0–20 very low potential
  • 21–40 low potential
  • 41–60 moderate potential
  • 61–80 high potential
  • 81–100 very high potential

A high score does not mean the solution will be easy to implement. It indicates the size of the potential value, not the implementation complexity.

76/100
Biggest challenge
Client requirements are not managed in a structured way
Biggest opportunity
Traceable Chain of Requirements and Design Data

In this business area, the greatest value is created by a traceable chain of requirements and design data. It is recommended to start with a clearly bounded first process and expand the solution in stages.

Architecture, Design and Construction Engineering Operating Model

The design service includes requirements clarification, development of discipline solutions, model coordination, checks and handover of documents to construction. At each stage it is important to maintain a clear solution version, responsibility and approval status.

Solution Value Is Greatest in the Early Stage

An early decision determines subsequent quantities, cost, construction method and operational characteristics.

Many Interdependent Disciplines

A change in one system can affect structures, architecture, quantities and construction sequence.

Criticality of Versions and Approvals

It is important to know not only the latest file, but also who, why and when approved a specific solution.

Knowledge Is Accumulated in Projects

Reuse of details, calculations and solutions depends on their structure and approval status.

Market and technology context

The design market is moving from separate models and drawings towards a process governed by requirements, versions and data quality rules. BIM value is increasingly assessed by whether model information is suitable for coordination, quantities, construction and subsequent asset use.

  • Expansion of BIM requirementsClients increasingly expect not only drawings but structured models and clear information requirements.
  • Design productivity pressureShortage of specialists drives the standardisation of repetitive tasks and reduction of coordination costs.
  • Early construction involvementQuantities, construction method and procurement issues must be assessed during the design stage.
  • AI and parametric designAdvanced tools create value only when requirements, model structure and validation are managed.

Typical activity chain

01

Customer objectives and requirements

Functional, technical, budget, timeline and operational requirements are collected.

02

Concept and options evaluation

Design options are compared, decisions are justified and assumptions are recorded.

03

Discipline design

Models, calculations, specifications and interdependencies are developed.

04

Coordination and change management

Conflicts are checked, comments are recorded, and the impact of changes is assessed.

05

Technical review and approval

Rule-based and specialist review checks are carried out.

06

Handover to construction and knowledge preservation

Models, documents and approved solutions of appropriate detail are prepared for further use.

Business area digital maturity model

0

Uncontrolled design information

Models, drawings, requirements and comments are kept in personal folders or emails, and the approved version is determined manually.

1

File-based design

Drawings and models are created digitally, but requirements, comments and approvals are scattered across email and folders.

2

Common document environment

Project documents and model versions are kept in one environment, but discipline processes and data standards are not yet uniform.

3

Coordinated model process Typical current situation

Models, comments, responsibilities and validations are managed consistently, and standard objects and classifiers are standardised.

4

Requirements and data-driven design Siektina

Customer requirements are linked to model elements, automated checks, quantities and the impact of changes.

5

Predictive and generative design

Parametric models, AI and project history help to evaluate options, risks and solution suitability whilst maintaining expert control.

Key finding

The greatest loss of design margin is often caused not by modelling, but by rework: changed requirements, conflicts detected late, and unclear approved versions. A traceable requirement-to-solution chain for a single project enables measurement of rework and coordination costs.

The first priority is the process for requirements, model coordination, comments, and approvals within a single project.

Related digitalisation topics

Digitalisation solutions: architecture, design and construction engineeringProcess digitalisationData analytics
Next step

Assessing digitalisation opportunities for the Architecture, Design and Construction Engineering business area

It is possible to assess the value that a traceable chain of requirements and design data would create, and to define a realistic first version with measurable business KPIs.

Learn more