Poor information management is predominant in construction projects and tends to have a negative effect on project outcomes. The use of technology, in particular building information modelling (BIM), has been promoted to address information management issues. However, the adoption of BIM is fraught with challenges, such as a lack of standardisation and difficulties in effectively adopting standards such as ISO 19650. This research aims to deepen knowledge and improve the management of BIM standards, particularly in using ISO 19650 to collaboratively deliver construction projects by applying process modelling techniques. By employing a mixed-methods approach that combines document analysis and qualitative interviews, this study critically examines the principles and requirements of ISO 19650 and their practical implications. It focuses on how process modelling can clarify complex concepts and improve information management. The findings indicate that process modelling significantly aids in comprehending ISO 19650, making its intricate concepts more accessible to multidisciplinary teams, enhancing stakeholder communication, improving project execution efficiency, and reducing errors and rework. Furthermore, this research emphasises the need to distinguish ISO 19650-derived elements from those adapted from other sources to ensure transparency and integrity in project management practices. The main implications of this study are two-fold. From a research perspective, it contributes to the academic discourse by addressing a critical gap in the literature, which has largely focused on BIM technology implementation rather than the processes and workflows necessary for effective standard adoption. From a practical perspective, this study promotes transparency and integrity in project management practices, enabling organisations to adopt and adhere to standardised practices more effectively in collaborative environments.

In response to the demands of implementing building information modeling (BIM), new roles and job titles have emerged. However, it can be argued that these roles fundamentally fall within the scope of the traditional functions of existing core professional service providers, although being carried out through different means and methods. This study examines the circumstances that have created the necessity for these new roles in the South African context and also questions the sustainability of their legitimacy. Data were collected using key informant interviews with construction professional service providers (CPSPs) in South Africa and analyzed through thematic content analysis. A deep conceptualization and new theoretical insight is developed on the phenomenon of new role creation and legitimation. It was established that new BIM role takers are legitimated to exercise authority within project teams and organizations mainly by leveraging superior knowledge as a strategic resource. By implication, they will remain legitimate only as long as the constraint prompting their creation subsists, i.e., core professionals’ BIM knowledge deficiencies, thereby affirming that the new BIM roles are transitory and unsustainable.

Recent critiques of the BIM literature describe it as largely devoid of critical theoretical perspectives and theorization capable of explaining the nature of change in work practices in a holistic manner. In response, the authors argue that, from a theoretical standpoint, implementing BIM within professional work practices (as activity systems) induces their evolution through dysfunctions created within the systems and their resolution. Cases of professional organizations in South Africa that have implemented BIM within their organization and in multi-organizational projects helped to develop new theoretical insights into how professional work practices evolve using activity theory-based re-description of the data. Changes in professional work practices were analyzed sequentially within the framework, confirming theoretical propositions and revealing the dynamics between and within the interconnected system of actors, their object, tools, rules guiding work, roles they assume and the stakeholders. Essentially, the findings imply that the implementation of BIM significantly changes work practices within organizations, but gradually and over time. This supports an evolutionary, rather than a radical or revolutionary, view of BIM-induced change. This theoretical perspective could explain future dimensions of change in professional work practices involving BIM, and indeed similar work mediating tools.