The Effectiveness of Collaborative Centralized Information Systems in Project Management: A Pilot Demonstration of a Multifunctional Building in Africa

Abstract

In the current context of transformation within the Architecture, Engineering, and Construction (AEC) sector, and the growing adoption of interdisciplinary collaboration processes such as Integrated Project Delivery (IPD) and Building Information Modeling (BIM), information management systems are crucial to ensure both the security and reliability of data, and its effective distribution among project stakeholders. Collaborative centralized information systems have emerged as powerful tools for communication and data exchange. However, establishing efficient and flexible methodologies for managing this information remains a significant challenge. This study aims to demonstrate the effectiveness of collaborative centralized information systems in project information management through a real-world example. The research focuses on analyzing a pilot project developed by our organization using the Bimcollab digital collaborative platform. The methodology adopted includes the following: (i) descriptive characterization of the project; (ii) selection of a defined timeframe; (iii) description and characterization of the information management systems; and (iv) comparative analysis between non-centralized and centralized information management systems. The case study examines the Detail Design phase of a project for a pharmaceutical industry complex comprising six buildings, with a total area of approximately 18,000 m². From October to December 2022, a non-centralized information system was used, followed by the implementation of a centralized information system from January to March 2023. Key indicators, such as the number of occurrences, average number of recipients involved, response times, and resolution rates, were analyzed. The results showed that the complete resolution rate improved from 51% under the non-centralized system to 85% with the centralized system, representing a 34% increase. The pilot project underscores the benefits of centralized collaborative information systems, particularly in reducing response times and increasing resolution rates among stakeholders. These benefits are expected to apply across various functional programs, including residential construction, contributing to optimizing both project design and construction practices. While derived from a single case study, the findings highlight the need for further research involving multiple cases and phases of the project lifecycle to validate the generalizability of these outcomes.

1. Introduction

The Architecture, Engineering, and Construction (AEC) sector is undergoing significant transformations [1], driven by the adoption of interdisciplinary collaboration processes such as Integrated Project Delivery (IPD) and Building Information Modeling (BIM) [2]. Information management systems play a pivotal role in ensuring the security, reliability, and proper dissemination of data among project stakeholders [3].

Within this context, IPD and BIM have gained prominence as strategies to enhance project integration and collaboration [2,4]. These methodologies promote the involvement of key stakeholders from the earliest stages of a project [5], employing digital systems for communication and data sharing.

BIM, as defined in the literature, differs between different authors. While some point to BIM as a representation process and database that seeks to mirror the lifecycle of a building [5], others argue that BIM represents a new paradigm in the AEC industry, extending far beyond its technological dimension, implying a new way of thinking and acting [6,7]. Regardless of its specific definition, effective BIM implementation implies both technological and procedural changes within organizations [8,9].

Despite its potential, BIM adoption faces challenges, particularly in its operational processes [10]. Its success depends on multidisciplinary collaboration, seamless information exchange, and coordinated efforts among project participants [11]. These factors are vital to achieving successful BIM outcomes.

In a complementary way, another method focused on interoperability and collaboration is IPD, characterized as an efficient contracting and project organization strategy [12] when compared to traditional contractual models, which are often limited to bidirectional relationships. The IPD approach allows for a multilateral agreement, involving the owner, designers, and contractors [2], with shared risks and joint objectives, and integrating people, systems, business structures, and practices in a collaborative process, leveraging the talent and contributions of all participants [13] with a view to optimizing project results and maximizing efficiency throughout the design, manufacturing, and construction phases [14].

IPD addresses long-standing challenges in the AEC sector by enhancing control over project costs, schedules, and quality [15]. It also establishes three fundamental dimensions that must be observed in all projects: organizational, corresponding to the way in which the participants in a given project are organized within the project team; commercial, outlining contractual responsibilities associated with each player; and operational, focusing on project development and management. It is in this last dimension that the essence of IPD lies, as it proposes a collaborative structure between the participants, requiring constant communication, integrated processes, and the management and sharing of information between numerous players [16].

Although potentially beneficial for the project, the assumptions of interoperability and collaboration proved to be obstacles to the implementation of IPD for a long time, as they required the physical mobilization of large teams and infrastructures, in what came to be known as the “big room” concept, representing the infrastructures necessary for the physical mobilization of the entire project team. Since an infrastructure like this requires a lot of investment and resources, IPD was a difficult strategy to implement for many years [16].

Particularly in Africa, the adoption of collaborative methodologies such as BIM and IPD faces some key challenges. Many professionals remain reliant on traditional communication methods, resisting digital workflows due to unfamiliarity and concerns about the high costs of software, infrastructure, and training, making implementation difficult for local firms operating with limited budgets. Additionally, the absence of strong governmental incentives and regulatory mandates further slows down adoption, as there is little external pressure for firms to modernize their information management practices [17].

However, the AEC industry now has at its disposal a wide variety of project and information management platforms that allow different types of content to be organized centrally. Such platforms allow for the centralized management of project-related content, integrating written and visual data with BIM models [10]. Moreover, the technological advent of cloud-based environments and videoconferencing tools has now enabled project teams to collaborate efficiently without the need for physical proximity [18].

The potential of centralized collaborative information systems lies in their ability to establish mediation mechanisms at different levels across different project and construction stages [18,19]. Despite the fact that defining an effective and adaptable methodology for information management remains a complex task, since it requires collaboration and commitment from the involved stakeholders, there are a significative number of studies regarding the implementation of such methodologies in developing countries [17,20,21]. However, empirical studies demonstrating the benefits of transitioning from decentralized to centralized systems in complex contexts, such as the pharmaceutical industry, remain scarce [18].

This article aims to address this gap by evaluating, through a real example, the effectiveness of a centralized information system in project management, comparing it to a traditional decentralized system. Simultaneously, through assessing the impact of transitioning from a decentralized to a centralized information system on communication efficiency in construction projects, it allows for a broader research question by identifying key factors contributing to the improvement of issue resolution, while also analyzing the challenges and limitations associated with implementing collaborative systems.

This paper is structured as follows: Section 2 presents the research methodology; Section 3 discusses the obtained results; Section 4 compares the findings with the existing literature and examines their implications; and Section 5 presents the conclusions and recommendations for future research.

2. Materials and Methods

A case study was selected as a demonstrative example to explore and evaluate the use of centralized collaborative information systems. The project, developed in collaboration with our organization—CNLL architects (based in Portugal)—reflects an information management approach focused on practice, automation, and resource optimization.

The case study approach was chosen for this research because it enables an in-depth analysis of real-world implementation, allowing for a nuanced understanding of the advantages and challenges of transitioning from a decentralized to a centralized information management system. Case studies provide empirical insights that cannot be easily captured through purely theoretical models or simulations [4].

The selection of the case study was guided by the following criteria, ensuring representativeness in terms of building scale, project complexity, and the flow of interactions and communications: (i) a mixed functional program; (ii) a gross construction area exceeding 10,000 m²; (iii) a multidisciplinary project team located across different geographies; and (iv) frequent engagement with the project owner and other external stakeholders.

The timeframe of the case study was then delimited to establish the conditions and context in which the analysis would take place.

The research established the thematic framework and a review of the state of the art following the stages of qualitative research. Methodologically, due to the nature of research based on a real example, this research involves the empirical knowledge acquired through a specific project, seeking to look at it from a problematizing point of view, as proposed by Elghaish et al. [22]. This dual focus bridges practice with theoretical inquiry, contributing to the broader understanding of centralized information management in architectural project delivery. A centralized collaborative information systems platform was chosen, due to its ability to integrate issue tracking, real-time collaboration, and interoperability with BIM models. This tool ensures structured documentation, role-based access, and enhanced decision-making, which are critical for project stakeholders working across different geographies [18]. Additionally, the comparative analysis between decentralized (email-based) and centralized (cloud-based) systems provides a quantifiable assessment of efficiency improvements, enabling clear measurement of response times, issue resolution rates, and communication efficiency [4].

The case study will therefore be analyzed according to the following parameters:

• Descriptive project characterization: documenting the program, gross construction area, organizational chart of participants, team responsibilities matrix, and geographic distribution. This step ensures transparency in the results and facilitates future comparisons.
• Temporal scope definition: a defined timeframe was selected to frame the analysis, capturing a relevant sampling period for the investigation.
• Description and evaluation of information management systems: assessing the strategies, software tools, participants, and thematic focus of the systems in use.
• Comparative analysis of non-centralized and centralized information management systems, focusing on key indicators, including the following:
  • Covered issues
  • Average number of participants involved
  • Average response time
  • Resolution rates

The study is based on the following assumptions: (i) the analyzed project followed standard BIM methodologies and best practices for digital collaboration; (ii) the project stakeholders actively participated in both decentralized and centralized communication systems, ensuring a fair comparison; (iii) the dataset collected during the six-month period is representative of common industry challenges in managing project information.

This study is particularly relevant for large-scale construction projects that involve multidisciplinary teams spread across different locations. While the case study focuses on a pharmaceutical industry complex, the findings are applicable to various sectors within the AEC industry, including infrastructure, commercial, and residential construction. Moreover, the research contributes to the broader discourse on BIM implementation and Integrated Project Delivery (IPD), providing practical evidence of how centralized systems improve information management in collaborative project environments.

3. Results

The selected case study involves the Detail Design phase of a pharmaceutical industry complex located in Rwanda, Africa. The project comprises six buildings, with a gross floor area of approximately 18,000 m², spread across a 40,000 m² plot. The program includes facilities for production, logistics, storage, laboratories, and support services.

The selection of stakeholders was based on their key roles in project communication and decision-making. Participants included architects, engineers, project managers, and contractors, ensuring a comprehensive representation of disciplines involved in the construction process. Their selection was guided by their direct engagement with project coordination and information management, making them essential for assessing the impact of transitioning from a decentralized to a centralized system. Additionally, stakeholders were chosen based on their varied levels of experience with digital collaboration tools, allowing for a more nuanced analysis of adoption challenges and benefits.

Figure 1 summarizes the main stakeholders involved in the project during the phase under analysis, broken down by geography and function. The design team included four main entities: an architecture firm based in Portugal, responsible for the architectural design; an engineering company also based in Portugal, handling specialty projects; a technical and functional consultancy firm based in German; and a BIM coordination company based in Germany. Additionally, the project team also included other stakeholders involved in the project, namely the project owner, based in Germany, an inspector consultant, based in Uganda, and the construction company, based in Portugal.

All project components were developed using the BIM methodology, adhering to a Level of Development (LOD) 300 standard. Weekly model updates were shared via a cloud-based environment, accompanied by clash detection processes. The project relied on a common data environment (CDE), integrating multiple online platforms for sharing and managing information across different phases (see Figure 2).

The data collection period spanned six months, from October 2022 to March 2023, focusing on the Detail Design phase. During this period, the seven organizations involved agreed and established methods for exchanging information, identified and stratified in the BIM Execution Plan (BEP), consisting of request for approval (RFA), collision, comment, request for information (RFI), and request for change (RFC), with a total of 37 individuals directly involved, representing the seven organizations.

During this period, the project moved from a non-centralized information management system to a corresponding centralized one. Until December 2022, all communications on the above-mentioned topics were carried out via email, whose recipient lists included the members of the different organizations. This system was implemented at the start of the project and accompanied the different stakeholders, regardless of the type of content/information to be managed.

Also during this period, the transition to a centralized information management system was planned, based on BIMCollab, a cloud-based platform accessible via web browsers. The platform allows for the creation of issues. Figure 3 shows the interface for creating an issue, with the possibility of filling in the following fields: title, description, label (associated discipline), assigned, milestone, type of communication (change request, collision, comment, problem, approval request, information request, etc.), area (building), deadline, priority, place of discussion (meeting, online communication, etc.), approval status, visibility, responsibility for approval, comments, notification, and attachments.

All the members of the different organizations involved were registered on the platform, and the transition was implemented from 1 January 2023.

The transition to a centralized collaborative system followed a structured onboarding process to ensure stakeholder adoption and minimize disruptions. Initially, training sessions were conducted to familiarize users with key functionalities. A radical implementation approach obligated stakeholders to move to BIMCollab-based communication from the beginning of January 2023, fostering adaptation. Finally, continuous support was provided through technical assistance and feedback loops, addressing challenges and refining workflows. This phased strategy helped to overcome resistance, and ensured a smooth transition to the centralized system.

The following

Table 1. Data collected from the two systems over the defined period.

	Non-Centralized (Email)	Centralized (BIMCollab)
Time period	October–December 2022	January–March 2023
Issues/events:	92	482
Requests for change	27	134
Clashes	8	115
Comments	12	42
Problem	23	94
Requests for approval	6	38
Requests for information	16	59
Average recipients	11	5
Average response time (h)	28	19
Solved issues	47	410
Resolution rate (%)	51%	85%

identifies and quantifies the communications registered via email between October and December 2022, and via BIMCollab between January and March 2023:

A comparison of the two systems analyzed showed that the centralized information management platform had a 34% higher issue resolution rate than the non-centralized information system.

On the other hand, there were also differences in the average response time, with an average of 28 h for the email system and 19 h for the BIMCollab platform.

There was also a reduction in the number of recipients addressed in each communication.

4. Discussion

The case study described highlights the advantages of utilizing centralized collaborative information systems. Coordination and communication are essential, particularly for construction projects, to efficiently arrange numerous partners and coordinate intricate activities toward a successful project goal [4]. The implementation of these systems in projects with an interdisciplinary context, with different types of stakeholders (designers, owner, contractor, etc.) and in different geographies, is aligned with the principles of IPD [22], since facilitating communication based on cloud servers makes it possible to overcome the difficulties of the big room concept and directly connect project stakeholders [16].

Prior research has contended that the traditional collaboration processes must be transformed into the integrated collaboration mode in order to realize the benefits of BIM [4]. Stakeholders should adopt novel collaborative systems that are consistent with the IPD philosophy and achieve the integrated collaboration mode potential [3]. However, an empirical demonstration of the impact and benefits of these collaborative systems is still lacking.

In this study, the adoption of a centralized system resulted in a significant reduction in response time compared to the non-centralized approach. The structured nature of the BIMCollab platform, which includes clear content categorization, recipient allocation, and specific objectives, facilitated faster decision-making and communication. This acceleration has the potential to reduce the critical path of project timelines, aligning with the recent literature on process optimization in project delivery [10,23].

On the other hand, the resolution rate (communications that were considered resolved/closed) was higher after the implementation of the BIMCollab system. This fact, which is symptomatic of the information management capacity of the system implemented, may be related to two related factors: (i) the assignment of a responsible user for approving the issue, which encourages timely action; and (ii) the traceability of the information that is recorded and documented by the system, allowing for the contribution of each user to be exposed, fostering accountability and clear communication.

It is also important to note that during the comparison period, the centralized system recorded a higher number of occurrences and interactions. While this increase may be partly due to the natural progression of the project, it also reflects the platform’s ability to streamline issue identification and communication. By anchoring communications in the BIM model, the system enabled quicker and more targeted exchanges.

The centralized system reduced the average number of recipients per communication, suggesting a more focused and efficient flow of information. This decrease in communication entropy allowed for more effective collaboration among stakeholders.

Although there are some international studies regarding the impact of centralized vs. decentralized information management in construction projects, they are focused on describing methodologies for better CDE systems, and often lack empirical evidence on the effectiveness of these transitions. For example, Karasu et al. [5] emphasize that digital collaboration platforms reduce errors and improve workflow efficiency in large-scale infrastructure projects. Similarly, Warigi et al. [18] highlight the significant impact of collaborative centralized information systems on project management, ensuring well-coordinated and informed construction, while advocating for its role in driving innovative and efficient project delivery in the AEC industry.

The present study confirms these findings by demonstrating a 34% improvement in issue resolution rates and a 32% reduction in response times when adopting a centralized system. Moreover, while previous research has mainly focused on projects in developed countries with high BIM adoption rates, this study extends the analysis to a project in Africa, where digital transformation is still evolving. This contextual difference provides valuable insights into the scalability and adaptability of centralized information systems across different geographical and regulatory environments.

While prior studies have primarily employed simulation-based evaluations or hypothetical case studies, this study, in contrast, provides real-world data from a live project, encouraging greater reliability and practical relevance.

This research contributes to the existing body of knowledge by providing empirical evidence of the impact of centralized information management systems on communication efficiency in construction projects, offering a structured comparison between decentralized and centralized systems, which can serve as a reference for future research and industry implementation. Moreover, by demonstrating how digital collaborative tools improve project coordination in a real-world context and identifying critical factors for successful adoption, such as team engagement, digital proficiency, and workflow adaptation, the study highlights key factors for successful implementation, in order to improve project efficiency and results.

From a scientific perspective, the research provides empirical evidence supporting the effectiveness of collaborative centralized information systems in optimizing issue management, decision-making processes, and communication in construction projects. It extends the existing body of knowledge on Integrated Project Delivery (IPD) by demonstrating how centralized platforms can enhance interdisciplinary collaboration, ensuring more seamless project execution. Additionally, the study introduces a structured framework for assessing information management systems, which can be adapted for application in different construction sectors and at various project stages.

From an economic and societal standpoint, the study underscores the financial benefits of faster issue resolution, which reduces the risks associated with miscommunication, rework, and project delays. The findings provide strong empirical support for investment in digital transformation by AEC stakeholders, demonstrating measurable improvements in productivity and project outcomes. Furthermore, this research aligns with global trends in cost-effective digitalization, reinforcing broader initiatives in smart construction and data-driven decision-making, which are essential for enhancing efficiency and sustainability in the AEC industry.

Despite its contributions, the study has certain limitations. The findings are derived from one project, which may not fully capture variations across different construction contexts; furthermore, the study focuses on a six-month period, which may not reflect the long-term adoption challenges or benefits of centralized systems. Additionally, although the selected collaborative centralized information platform had no special requirements when comparing it with alternative platforms in the market, further results may vary if other centralized tools are used, since human factors and efficiency improvements depend on team adaptability and digital literacy, which can influence system effectiveness.

5. Conclusions

This study aimed to evaluate the benefits of collaborative centralized information systems in project management through a pilot case study. The analysis demonstrated clear advantages, including a reduction in response times and a significant increase in resolution rates. The structured nature of the centralized system, particularly in its ability to map decisions and assign responsibilities, proved instrumental in optimizing project workflows.

Although the results obtained are derived from a single case study, the practices implemented follow the standards suggested by the BIM methodology and IPD [24,25].

However, the study’s scope is limited to the Detail Design phase of a single project. Future research should explore the application of these systems across different project phases and contexts to validate their broader applicability. Expanding the investigation could provide deeper insights into how centralized systems influence cost control, schedule adherence, and overall project quality.

Centralized collaborative information systems represent a promising step towards addressing long-standing challenges in the AEC sector, fostering innovation and efficiency in project management.