## 1 Introduction  
With the advance of technology, improvements in industry are generally observed as an increase in productivity. However, the architecture, engineering and construction (AEC) industry has low productivity, with fragmentation of activities, lack of added-value and weak standardization [1]. This is partly due to limited collaboration among the participants in this sector. In this context, Building Information Modeling (BIM) arises as a collaborative methodology to facilitate information transfer between the various specialties involved in the design process of a construction project, thus improving decision-making in the early stages [2]. This methodology enables users to create parametric models based on multidimensional objects, which are a tool for managing construction projects throughout their life cycle [3; 4; 5; 6]. In recent years, the construction sector has experienced changes in its traditional work system with the introduction of BIM-based technological solutions. This phenomenon is generating a revolution in building work practices, which both poses a challenge and provides an opportunity to achieve the objectives of a given project [7]. Without forgetting BIM's numerous advantages, it is important to point out that there are important challenges to be faced regarding the many disciplines that comprise construction companies, who must prepare to adopt the concept of BIM [8; 9]. Despite the great potential that BIM presents for the improvement of collaboration between the parties involved [9; 10], some difficulties have been detected in its successful implementation. For this reason, in recent years numerous studies have analyzed the gap between the construction industry and the introduction of Information and Communication Technologies (ICT). Since this problem affects the performance of the entire process, there is a need to diagnose the cause of current difficulties [11]. From previous studies, [PERSON] [12] associates the success of BIM with the BIM skills and training demonstrated by a project team, which are determined by their collaboration. In addition, [PERSON] [13] indicates that collaboration between different disciplines and users is essential for the successful implementation of BIM. Therefore, the need arises to study the collaborative behavior of BIM users in more detail. When used properly, BIM promises to improve all the processes in the different stages of design and construction, reducing the quantity and severity of problems associated with traditional practice [13], and avoiding nearly all communication difficulties related to information transfer [14]. However, to achieve this transition process, users face various challenges, mainly derived from the collaboration required between a variety of specialists in the early stages: architects, engineers, analysts and others, in conjunction with the client, which is lacking in the current design process [15]. Furthermore, collaboration in BIM projects usually occurs in an asynchronous way, with each of the specialists working in their respective offices and communicating whether via e-mail or modification requests on the central model. This frequently causes problems between the specialists, which eventually translate into increased redesign time and costs [16]. It is important to notice that BIM is directly driven by human activities [17] and software merely generates a platform that makes this encounter possible. Research on collaborative work in BIM has made it possible to detect the possibilities it has to offer and also the difficulties that arise from it. However, a methodology has not been established yet to evaluate the behaviors and performance of the different participants of a BIM project, which would allow developing more effective group work procedures. In order to successfully implement this methodology, it is necessary to train existing work teams in the development of collaboration skills.