Impact of BIM on Cost Control: A Case Study of Dubai Metro Project

Thesis Abstract

The rapid adoption of Building Information Modeling (BIM) across large-scale transportation infrastructure projects has generated potential improvements in cost control, yet empirical evidence within metro development contexts remains fragmented. This study addresses the problem of inconsistent cost performance in complex urban rail projects by examining how BIM-enabled practices influence cost control during the Dubai Metro Project. The aim is to elucidate the mechanisms through which BIM affects budgeting accuracy, change management, and cost forecasting, and to identify conditions under which BIM contributes most effectively to cost containment. The objectives are to (1) assess the extent of BIM integration across design, procurement, and construction phases; (2) evaluate the relationship between BIM maturity and cost performance indicators such as cost variance, earned value, and forecast accuracy; (3) examine the role of BIM-based clash detection, 4D scheduling, and cost-model linking in reducing change orders and overrun risk; (4) investigate organizational, contractual, and data governance factors that enable or constrain BIM-enabled cost control; and (5) offer practical recommendations for enhancing BIM-driven cost management in metro projects. A mixed-methods design is employed, combining a cross-sectional survey with archival project data and a case-study approach. The population comprises project team members from the Dubai Metro Project, including project controls engineers, BIM coordinators, quantity surveyors, and contract managers. A purposive sample of 120 professionals is targeted for the survey, complemented by 30 in-depth interviews to capture qualitative insights. Archival data include monthly cost reports, earned value data, change orders, and BIM execution plan documents from 2016–2020. Instruments consist of a structured questionnaire validated through a pilot with 15 respondents and interview guides designed to elicit experiences of BIM-enabled cost control practices. Validity is established via content validity and expert review; reliability is assessed using Cronbach’s alpha for multi-item scales (target ? ? 0.70). Data analysis employs multivariate regression to test the relationship between BIM maturity (measured by BIM levels and 4D capabilities) and cost performance indicators; structural equation modelling (SEM) to explore the theoretical pathways linking BIM practices to cost outcomes; and thematic analysis for interview transcripts to identify contextual enablers and barriers. Descriptive statistics summarize BIM adoption, while time-series analysis evaluates cost forecast accuracy over project milestones. A conceptual framework rooted in Transaction Cost Theory and the Resource-Based View is used to interpret how BIM-related information flows influence cost governance and organizational capabilities. Expected findings include a positive association between BIM maturity and improved cost performance metrics, notably reduced cost variance and enhanced forecast accuracy, mediated by robust 4D scheduling and integrated cost modeling. The study anticipates that higher BIM capability reduces change orders by enabling earlier clash resolution and more reliable quantity take-offs, with both contractual alignment and data governance emerging as critical moderating factors. Qualitative insights are expected to reveal that organizational readiness, collaborative culture, and standardized BIM execution plans significantly strengthen cost control outcomes, while fragmented data ownership and evolving contractual frameworks detract from BIM effectiveness. The study contributes to knowledge by providing empirical, context-specific evidence on how BIM influences cost control in mega-scale metro projects, clarifying the mechanisms through which BIM practices translate into financial performance, and outlining governance arrangements that maximize value realization. It advances theoretical discourse by integrating Transaction Cost Theory and the Resource-Based View to explain BIM-driven cost management in a construction megaproject environment. Policy and practice implications include recommendations for designing BIM governance structures, aligning contracts with BIM workflows, investing in BIM capability development, and standardizing data interoperability to improve cost reporting, forecasting, and change management. In conclusion, the research is expected to demonstrate that mature BIM implementations, underpinned by clear governance, integrated cost modeling, and proactive change management, substantially enhance cost control in the Dubai Metro Project. Recommendations focus on (1) formalizing BIM governance and data-sharing protocols across design, procurement, and construction; (2) aligning contracts to BIM-enabled processes and cost management milestones; (3) expanding 4D and cost-model integration to support proactive decision-making; and (4) embedding continuous BIM capability development into project controls practices to sustain improvements in cost performance beyond the project lifecycle.