Author(s): Ahmed Adarabioyo and John Odebode

Abstract: The architecture, engineering, and construction (AEC) industry faces increasing demands for efficiency, sustainability, and lifecycle performance, necessitating stronger alignment between architectural design intent and technological execution. Traditionally, fragmented communication across stakeholders has led to inefficiencies, cost overruns, and mismatches between design vision and constructed outcomes. In response, multi-stakeholder collaboration frameworks have emerged as critical mechanisms for synchronizing design processes with project technology platforms. These frameworks emphasize shared decision-making, transparent data exchange, and integration of Building Information Modeling (BIM) as the central digital environment for collaborative workflows. At a broader level, BIM provides a structured platform to visualize, coordinate, and simulate design choices while enabling architects, engineers, contractors, and facility managers to engage within a common data environment. When embedded in collaborative frameworks, BIM facilitates alignment of architectural design intent with technical delivery, reducing design-construction gaps and supporting iterative decision-making across the project lifecycle. Project technology platforms, including cloud-based coordination tools, digital twins, and automation systems, further strengthen these frameworks by enabling real-time collaboration and adaptive project controls. This paper explores the design of such multi-stakeholder collaboration frameworks, examining their capacity to harmonize creativity with constructability, reduce redundancies, and enhance accountability. By analyzing practical implementations and identifying enabling technologies, the study highlights pathways for fostering efficiency, transparency, and long-term value creation. Ultimately, aligning architectural design intent with BIM-driven collaboration models is positioned as a transformative approach to achieving integrated project delivery in the digital age.

DOI: 10.22271/27078361.2024.v5.i2a.78

Pages: 68-80 | Views: 135 | Downloads: 79

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