## 6 Conclusions  
BIM and Lean have been implemented independently on many projects, and many researches have been conducted to study more deeply in a theoretical framework the benefits of applying these paradigms not only isolated but also jointly. However, few researches show a case study of both paradigms applied to a public construction project. The case study presented in this paper shows the benefits of applying the BIM and Lean paradigms in order to improve the construction project performance of a public building extension, the Multipurpose Building III at The University of Alicante. Firstly, the implementation of both paradigms during the case study and the monitoring of the project has allowed us to verify in a practical way all the benefits read repeatedly described in the literature especially the most intangible such as improved communication, information flow, easier determination of improvements in constructive solutions, and better decision making without improvisation. All this has brought benefits to the project in terms of productivity improvements, workflow improvements, improvement in health and safety, improvement in environmental quality. \begin{table}
\begin{tabular}{c c c c c} \hline \hline
**Chapter** & **Company** & **Budget (€)** & **Deviation (€)** & **Deviation (\%)** \\ \hline Demolition & Subcontractor 1 & 59,804.53 & & \\ Excavation & Subcontractor 2 & 2431.81 & & \\ Foundation & Subcontractor 3 & 4205.83 & & \\ Structure & Subcontractor 3 & 35,740.46 & & \\ Brickwork & Subcontractor 1 & 90,377.95 & 2079.14 & 11\% \\ Coating & Subcontractor 4 and & & 95,343.37 & & \\ Roof & Subcontractor 6 & 17,365.01 & 1483.29 & 8\% \\ Facade & Subcontractor 7 & 119,098.81 & & \\ Floor & Subcontractor 5 & 168,592.54 & & \\ Wood Carpentry & Subcontractor 8 & 52,150.80 & & \\ Metal carpentry & Subcontractor 9 & 147,177.68 & & \\ Locksmithing & Subcontractor 9 & 2957.53 & & \\ Stained glass windows & Subcontractor 9 & 30,795.13 & & \\ Painting & Subcontractor 10 & 33,713.71 & & \\ Several & Main construction company & 11,708.16 & & \\ Furniture & Subcontractor 11 & 22,280.61 & & \\ Urbanization & Subcontractor 1 & 88,726.48 & & \\ Total Architecture & & 1,009,079.50 & & \\ Previous & & 23,695.27 & & \\ CT & Subcontractor 12 & 83,976.33 & & \\ Electricity & Subcontractor 12 & 271,807.68 & 6440.92 & 34\% \\ Plumbling & Subcontractor 13 & 1912.36 & & \\ Sanitary drainage & Subcontractor 13 & 19,408.97 & 138.48 & 1\% \\ Fire & Subcontractor 13 & 28,470.60 & & \\ Voice and data & Subcontractor 12 & 51,156.81 & 1129.26 & 6\% \\ PA system & Subcontractor 12 & 10,388.71 & & \\ HVAC & Subcontractor 13 & 337,340.20 & 13,671.09 & 71\% \\ Total Facilities & & 845,455.93 & & \\ Control & & 20,303.43 & & \\ Quality & & 6392.34 & & \\ Residues & & 6066.92 & & \\ Health and safety & & 25,033.87 & & \\ \hline
**TOTAL** & & **1,912,332.00** & **24,942.18** & \\ \hline \hline \end{tabular}
\end{table} 
Table 3: Data derived from the case study. Secondly, the experimentation found more tangible improvements in terms of reduction in material usage, since it has been possible to make better layouts and cutting s of constructive elements such as Large Format Ceramic and other ceramic elements through the BIM environment and the anticipated management within the Last Planner System. Also, several improvements have been identified in the outcomes related to time and cost, through the detection of constraints at the design phase and Look ahead meetings of the Last Planner System during construction phase. The sum of the impact of all deficiencies would have been a 4-week delay, considering overlaps in time, and the extra cost avoided amount to 86,191.70 \(\up.\up.\) In addition, the use of BIM and Lean not only prevented delays but also allowed the work to be completed 3 weeks before the deadline which was stipulated in 15 weeks contractually. In addition, the research has allowed us to establish at a practical level that BIM and Lean effectively empower each other.