# Virtual Design and Construction (VDC) Framework: A Current Review, Update and Discussion
## 1 Introduction  
Construction is one of the most impactful sectors globally, contributing 13% to the global Gross Domestic Product (GDP) [1]. However, compared with the 2.8% growth in the overall economy and 3.6% in manufacturing, labor productivity growth in construction has increased by only 1% annually from 1995 to 2014 [1]. Hence, construction is considered one of the most stagnant industries in terms of productivity. This lagging behind of the construction industry is commonly attributed to a lack of innovation and the nature of the industry. [PERSON] and [PERSON] (2004) identified six main factors driving or hindering construction innovation: \"clients and manufacturers, the structure of production, relationships between individuals and firms within the industry and between the industry and external parties, procurement systems, regulations/standards and the nature and quality of organizational resources\" [2] (p. 144). Moreover, the project-based nature of construction is seen as a hurdle to innovation and improvement because projects are usually short and of small scope in most firms or within the industry [3] and tend to be inappropriate to create the necessary conditions for innovation [2]. This low productivity and innovation in construction have various causes [4]. However, according to industry perspectives, the main barrier to innovation lies in industryfragmentation, described as differences in professional experience, work methods, information systems and other aspects that differ in the sector [4; 5]. Furthermore, the inefficient and ineffective exchange of information between projects is a cause and effect of the construction industry's fragmentation, which is also the consequence of poor collaboration and integration between construction actors and partners [6; 7]. Unfortunately, until a few decades ago, no significant qualitative data could convince clients to try to reverse this fragmented condition [8]. The lack of integration in construction dates back to the 19 th century, with the division between design and construction. This fact marked the dissociation between them, which had previously depended solely on the builder [5]. Numerous attempts have been made to reverse this situation. However, many of these efforts have focused for several decades on using new technologies to improve the current construction product or process because a greater competitive advantage was perceived when using such tools [9]. Nevertheless, until then, the integration of people represented a less relevant factor. For example, [PERSON] and [PERSON] [10] developed a framework for integrating design and construction. [PERSON] and [PERSON] [11] also indicated the need for integrating available information and resources so that actors and stakeholders can evaluate interdisciplinary alternatives and make correct decisions. Integrating design, construction and operation represent one of the major challenges in the sector. This challenge motivated the founding of the Center for Integrated Facility Engineering (CIFE) at Stanford University in 1988 and, consequently, the founding of VDC over a decade later as a proposal for a solution to the constant challenges and barriers experienced in the industry. The origins of VDC and the methods, studies and principles that led to its development and updates are presented in this paper. A background (Section 2) review was carried out, starting with the beginnings of VDC (Section 2.1), followed by the interrelationship between the Product, Organization and Process (POP) components (Section 2.2). Next, the VDC framework is revised (Section 3), including its elements: BIM (Section 3.2), ICE (Section 3.3), PPM (Section 3.4), controllable factors and production objectives (Section 3.5) and client/business and project objectives (Section 3.6). Subsequently, a bibliographic review of VDC applications is depicted through seven successful case studies of VDC implementations in projects (Sections 4 and 4.1, Sections 4.2-4.7).