# Virtual Design and Construction (VDC) Framework: A Current Review, Update and Discussion
## 5 Results and Discussion  
The cases studied are presented in Table 3 according to the Product, Organization and Process models and project outcomes. These models are the principles that encompass the fundamental elements of BIM, ICE and PPM.  
The POP structure works regardless of the project type. All seven cases used BIM for the product element. In fact, in the El Camino MOB case, BIM (as it is known and used today) was a newly emerging technology. Although the term ICE was not yet fully established, the \"Big Room\" fully embraced the concept of 'co-location' and reduced latency in this early application of VDC. In addition, neither of the first three projects (case studies from 1 to 3) specified the use of PPM in their process design, since PPM replaced the \"Process Management\" framework only a few years ago. The Last Planner System was commonly the primary tool regarding the process. On the other hand, the last four projects (case studies from 4 to 7) implemented VDC based on the VDC framework in Figure 1 with all its elements.  
Despite the more than 13 years of difference between the El Camino MOB and the Peruvian projects, the concepts and principles of VDC have remained consistent. Therefore, it can be expected that VDC elements and framework may evolve in the near and far future (as they have done for the past 20 years up to the current framework), but the core principle and concepts should remain.  
Regarding the project outcomes of the seven case studies, there are tangible positive results and some opportunities for improvement. Unfortunately, the main objectives of cases 2 and 3 were not explicitly specified in the authors' original text. Therefore, it is essential to define them to have a correct, clear, targeted VDC implementation. On the other hand, although the El Camino MOB did specify the proposed objective, target quantification is necessary because it is essential to evaluate the project's performance according to the main objectives. Similarly, although PPM was mentioned in the last four projects, a greater emphasis is needed on the properties of the production system, the analysis of buffers and the reduction of variability.  
Moreover, there was a significant benefit in terms of cost and schedule (or other benefits according to the client objective) by using the VDC framework, showing the effectiveness and the complete interrelation between elements, contributing to the general knowledge and spreading of the VDC principles and concepts focused on the integration of the product, organization and process to achieve better project results.  
In addition to Product, Organization and Process models, it is important to define and monitor the project progress throughout production objectives. The work done by [PERSON] et al. [63] gives us an important starting point to define proven production objectives (production metrics) based on previous VDC implementation experiences. Later, the same research group, [PERSON] et al. [54], extended the production metrics studies to categorize them into the three VDC elements: ICE, BIM and PPM. The results show that production metrics categorized as ICE were reported by more than 80% of Scandinavian and Latin-American professionals and PPM by more than 65%. However, a disparity was found for production metrics categorized as BIM, with 30% of the Scandinavian professionals reporting them, in contrast to 91% of the Latin-American professionals.