## 3 The First Workshop: Reviewing Existing BIM Guides
### Defining a Desirable Guide
Figuring out this issue, the POs inevitably define BIM uses and reflect on whether their organization has the competitive manpower necessary to prepare the comprehensive bid package, as well as to manage BIM implementation procedures throughout the design and construction processes of the project. The BIM uses above indicate how the POs will use BIM during a project's life cycle, such as model authoring, energy simulation, design simulation, clash detection, model-based estimation, etc. It was noted in the workshop that, due to different legal and situational restrictions from project to project, the POs necessarily procured projects using different project delivery methods. Although Integrated Project Delivery (IPD) is known as the most suitable fit for BIM services, it has not yet been applied to public projects in Korea, due to ambiguity of responsibility limits among project participants [7]. For public projects, the DBB and CM methods have been widely adopted together in Korea [40]. Under the DBB method, a design service of an individual project is contracted separately from a construction service. On the other hand, BIM services are contractually combined with the design service as a part of it, and are rarely procured separately [41]. In consequence, BIM scopes are quite different from project to project, depending on the decisions of a project master architect, unless they are clearly requested by the PO. The POs make a contract with a CM firm for a CM service under the DBB mechanism, in most cases in parallel with contracting a design service, which oversees the planning, design, and construction of a project from beginning to end, including BIM service. The role of CM is very significant, especially to secure BIM implementation in the construction phase, since design BIM is not smoothly integrated with construction BIM under the DBB scheme, although construction BIM should be responsible for improving design BIM's deliverables. Whereas there are no specific restrictions for the PO to select a designer with the DBB procedure, the Construction Capacity Evaluation Policy (CCEP) imposes a certain restriction on the PO in choosing a contractor. The MOLIT, Korea, has operated the CCEP since 1996 [42]. The objectives of the CCEP are to group general contractors into eight levels according to their contract amount in the last year, technical capacity, and financial status, and to predetermine the range of an individual project's size for the contractors at each level to make a contract. Table 3 represents the eight levels, the number of contractors, and the predetermined range of the individual civil and architectural project size for contracts at each level in 2021. Although the CCEP is said to intend not only to protect the POs and secure project quality from the incompetent contractors at the lower levels, but also to protect the lower-level contractors' market share, the policy in reality forces a certain limitation on the PO to freely select an upper-level contractor. For example, for the individual projects smaller than USD 40 million, the PO must always work with the contractors at Level 4, 5, 6, 7, or others, depending on project sizes. In the workshop, it was considered that the PO could intentionally prepare certain limitations in a bid to choose a contractor at the upper levels. However, the PO subjects pointed out that if such a scenario actually took place, it was almost certain that the PO would suffer from severe civil complaints about the justification of the limitations. For BIM to achieve its greatest benefit, it is essential for project participants to be openly working together and sharing information throughout the project life cycle. DB project delivery is known as the method that best leads collaboration between design and construction services, and has been adopted in complex or big projects [43]. Good examples include the DDP discussed earlier and the KHLC headquarters building.