Enterprise Architecture to Identify the Benefits of Enterprise

Building Information Model Data: An Example from Healthcare

Operations

Sobah Abbas Petersen

and Tor Åsmund Evjen

Department of Computer Science, Norwegian University of Science and Technology, Trondheim, Norway

St. Olav Hospital, Trondheim, Norway

Keywords: Enterprise Architecture, Enterprise BIM, Dynamic Scheduling, Healthcare Operations, Value-added Services.

Abstract: This paper explores the concept of Enterprise Building Information Models in a hospital and how they could

be used in combination with Enterprise Architecture to support innovation in healthcare operations. The

motivation for this work has been to improve the use of easily available data for creating new value-added

services that could make an enterprise more flexible and agile. Enterprise Architecture has been used as the

approach for structuring and visualising how the data in the Building Information Models can be utilised in

combination with other data and applications in a hospital to identify potential new services for the benefit of

multiple stakeholders. In this paper, we have considered Enterprise Building Information Models as analogous

to the concept of data exchanges identified in some Enterprise Architecture frameworks and use Enterprise

Architecture models to describe a business case based on a dynamic scheduling algorithm for cleaning. The

main contribution of this work is an Enterprise Architecture model of the hospital, which relates data in

Building Information Models to strategic and operational processes.

1 INTRODUCTION

Building Information Models (BIM) have been

identified as a transformational technology for

buildings as well as for organisations (Forgues &

Lejeune, 2015). The transformative value of BIM lies

in the richness of the data in digitised models and their

potential to add value and increase the benefits to the

operation of the building, which in turn must support

the organisational processes. For example, in a

hospital, the services that are provided to support the

healthcare personnel and the patients are of utmost

importance to the hospital. In realising the true

potential of BIM during the operations phase of the

hospital, BIM data has been considered with other

enterprise data, introducing the concept of Enterprise

BIM (EBIM) (Evjen, 2019).

The success of many technologies such as BIM

and EBIM, or indeed the value of data rely on how

accessible the data is and the knowledge of the

stakeholders. During the operations of any enterprise,

the stakeholders are not only IT related but

https://orcid.org/0000-0001-6055-9285

encompass many more, such as strategic decision

makers, facility managers and procurers. It is often a

challenge to relate technical components or single

sources of data to high-level processes or strategic

decision-making processes.

Enterprise Architecture (EA) is an area of study

that has emerged as a means of relating the IT

components in an enterprise to its business needs

(Zachman, 1987). The abundance of EA frameworks

and EA consultants highlight the popularity of EA in

organisations. However, there are challenges in

communicating the value of EA for an organisation.

Nevertheless, several benefits of EA have been

identified in the literature (Tamm et al., 2011). EA is

seen to play an important role in supporting timely

organisational decision making through access to

relevant high quality information, and as a means of

supporting service provision in organisations

(Frampton et al., 2015). EA provides the ability to

visualise and show potential services of specific

technological components and data. EA is reported to

increase agility and the value of organisations to its

Petersen, S. and Evjen, T.

Enterprise Architecture to Identify the Beneﬁts of Enterprise Building Information Model Data: An Example from Healthcare Operations.

DOI: 10.5220/0011084600003179

In Proceedings of the 24th International Conference on Enterprise Information Systems (ICEIS 2022) - Volume 2, pages 567-576

ISBN: 978-989-758-569-2; ISSN: 2184-4992

567

customers and employees and to improve the business

potential of organisations (Shanks et al., 2018).

The main aim of this paper is to highlight the

value of EBIM (BIM data together with other

enterprise data) and visualise the potential benefits of

EBIM for healthcare operations. A prototype of a

mobile application that uses a dynamic scheduling

algorithm for cleaning has been developed by a

student group (Tenstad et al., 2018). The algorithm

was designed using the idea of EBIM and using BIM

data together with other sources of data. We have

used EA as a means of describing and communicating

two business cases for the dynamic cleaning

algorithm and highlight the potential services and

benefits that it could bring to several stakeholders of

the hospital. The main aim of this paper is to illustrate

the potential of EBIM, using the EA approach.

Our

contribution is a set of visual EA models that are

developed to describe new services developed by

using EBIM, and how they can benefit multiple

stakeholders during the operations of the hospital. We

have taken the EA approach and visualised the

services as a part of the hospital EA, where EBIM is

described as a set of data sources and ICT

applications. The models describe a number of

potential value-added services that could be of benefit

for the various stakeholders. The strength of this work

lies in the visualisation of the artefacts and the

relationships among them, such as which data could

be used by who to create value and which

stakeholders or actors could or should collaborate to

achieve this. The purpose of these models is primarily

a means of supporting discussions among the

stakeholders.

The rest of this paper is structured as follows:

Section 2 provides an overview of related work;

Section 3 provides a brief description of the research

gap and the research approach; Section 4 describes an

example case and the value-added services visualised

using EA models; Section 5 describes the main

stakeholders and benefits of EBIM as described in the

EA models, and Section 6 concludes the paper.

2 RELATED WORK

This section will provide a brief overview of the main

concepts that are discussed in this paper: BIM, EBIM

and EA and EA frameworks.

2.1 BIM

Building Information Models (BIM) have been

identified as a transformational technology for

buildings as well as for enterprises (Forgues &

Lejeune, 2015). In addition to describing BIM as “a

digital representation of the physical and functional

characteristics of a facility”, BIM is also described as

a ”shared knowledge resource for information about

a facility forming a reliable basis for decisions during

its lifecycle from inception onward” [National

Institute of Building Sciences, (2007), p.149]. BIM

has played a role in the design and construction

phases of buildings, and in supporting

communication among the different stakeholder

groups from the construction perspective (Ku &

Taiebat, 2011).

A broad perspective of BIM have been described

by some authors, such as a means of supporting the

entire lifecycle of buildings and as a set of interacting

policies, processes and technologies (Succar, 2009)

generating a “methodology to manage the essential

building design and project data in digital format

throughout the building’s life-cycle” (Penttilä, 2006).

However, most of the research reported in the

literature focus on the design and construction phases

of a building (Pikas et al., 2011; van der Zwart &

Evjen, 2018) and does not take into account the

activities that take place in the building. The common

uses of BIM beyond the construction phase are

mostly in facility management (Lucas et al., 2013;

Sabol, 2008; Wang et al., 2015) and assets

management (Krugler et al., 2007; Miettinen et al.,

2018). There are, but a few examples of the use of the

data in BIMs during the operational phase of a

building and in relation to specific activities of the

enterprise that takes place within the building, e.g.

(Petersen et al., 2019). Thus, there appears a research

gap in the identifying the potential of BIM data for

enterprises and their strategic and operational

processes.

2.2 EBIM

The concept of Enterprise BIM, or EBIM, has been

proposed, and is defined as a discrete information

database aimed to support the whole building mass

and several enterprise aspects, and enable the

integration of the core business and the various

processes of the hospital (Aksnes, 2016). The

enterprise aspects represent the parts of an enterprise

that are relevant for the different phases of its

lifecycle. For example, during the operation phase,

enterprise aspects of relevance would include the

business and operational processes, patient related

information, logistics, technical and digital

infrastructure as well as assets and facility

management, (Evjen et al., 2020; Petersen et al.,

ICEIS 2022 - 24th International Conference on Enterprise Information Systems

568

2019). Thus, EBIM can be considered as BIM data in

combination with several other data that is available

in any enterprise, that enhances the value of BIM for

an enterprise during multiple phases of the lifecycle

of the building. Furthermore, EBIM could identify the

potential for new and innovative services that could

add value and could potentially improve the use of the

built environment and spaces for the benefit of the

enterprise processes. For example, tracing the

movement of assets within the space to identify

spaces that are most in use (Jørstad, 2016), or to learn

more about the use of specific rooms based on the

assets or material (digital and physical) associated

with the room (Hestman, 2015).

2.3 Enterprise Architecture

Frameworks

The first EA framework, the Zachman Framework

(Zachman, 2008) was proposed as a taxonomy of the

different entities, emphasising the roles or

stakeholders within an enterprise and the data and

information elements and artefacts that are of interest

to the different stakeholders. The scope of the

stakeholders goes beyond those actively involved in

the development of IT systems. The most popular EA

framework and methodology today is The Open

Group’s EA framework (TOGAF) (The Open Group,

2011), which takes a layered approach to distinguish

the business, data and information and the technology

layers of an enterprise. TOGAF emphasises primarily

on the business and IT stakeholders and how to

engage these stakeholder groups to create a solution

architecture.

Recent technological advances have transformed

enterprises from generating and owning all their data

and IT systems to leveraging on third party systems

and Open Data. Thus, EA framework have evolved to

support the dynamics of today’s enterprises and one

such EA framework that is of interest when we

consider several data sources such as BIM and IoT

data is IDS-RAM, which is a Reference Architecture

Model for Data Spaces to support the current

digitisation trend and the data-centric landscape (Otto

et al., 2018).

The fundamental ideas of EA and the distinction

of the business, data and information, technology and

solution architectures, while bridging them, have

been considered relevant in the area of smart and

sustainable cities (Pourzolfaghar et al., 2016). Thus,

several smart city architectures have adopted the

layer-based approach of several EA framework. One

such EA framework is the one developed in the

European H2020 Smart Cities project Positive City

Exchange, +CityxChange (Ahlers et al., 2019). The +

CityxChange EA framework is layer-based and

brings together the needs of a city or an enterprise

such as a healthcare provider and the entities and

layers that are included in a traditional EA framework

such as TOGAF.

In the healthcare context, EA has been defined as

a “plan (or set of plans) that guides healthcare

management responsibilities and strategies, including

the identification and use of IT resources” (Bradley,

Pratt, Thrasher, et al., 2012). A few examples of EA

in healthcare institutions have been reported in the

literature; e.g. (Haghighathoseini et al., 2018). Most

of these address the design and construction phases of

buildings. The main limitation identified in studies in

the application of the EA approach in hospitals is the

lack of involvement of stakeholders other than those

from the IT domain (Ajer et al., 2019; Bradley, Pratt,

Byrd, et al., 2012).

2.3.1 + CityxChange EA Framework

The + CityxChange EA framework is designed to

provide an overview of the ICT applications that are

developed to meet the needs of the different

stakeholders in a city. The services meeting the needs

are often based on several ICT applications, often

developed and/or owned by several organisations,

thus resulting in a collaboration among several

organisations to provide the services. An overview

of the +CityxChange EA framework is shown in

Figure 1.

Figure 1: +CityxChange EA framework, adopted

from (Petersen et al., 2019).

The bottom three layers focus on the

technological aspects, e.g. the physical infrastructure

layer serves as the sources of data, such as sensors on

equipment or metering devices. The large amounts of

data gathered from this layer is transferred to the

technology layer, which includes the software and

hardware infrastructures. The framework is centred

around the Data Space, which provides an overview

Enterprise Architecture to Identify the Beneﬁts of Enterprise Building Information Model Data: An Example from Healthcare Operations

569

of all the data that is available to an enterprise for

developing ICT applications and value-added

services. This data space layer serves as the glue

between the software and hardware infrastructures to

support the data and the contexts in which the data

could be leveraged to create value to several

stakeholders. The application layer can be used to

describe the ICT applications that could be developed

by collaborations among one or many actors or

organisations; described as a VE or a collaborative

network. These applications or combinations of

applications meet the needs of stakeholders; in the

case of a hospital, they may include healthcare

personnel, facility managers, logistics managers,

patients and visitors to the hospital.

3 RESEARCH GAP AND

RESEARCH APPROACH

The research gaps that have been identified include

the lack of use of the data in BIM models in the

operations phase of a building to support enterprise

processes. The use of EBIM, BIM data together with

other enterprise data, to create innovative value-

added services to support the enterprise processes has

not been explored. And finally, there are challenges

in communicating the value of EBIM and available

data to the different stakeholders in an enterprise.

In this regard, we have explored the use of EA in

healthcare operations in hospitals and identified that

while there are a few examples of the use of EA in the

area of healthcare, it appears that there is a lack of

involvement of stakeholders other than those working

with IT. The benefits of using EA in enterprises have

been described by several researchers (Frampton et

al., 2015; Shanks et al., 2018; Tamm et al., 2011).

Hence, we have chosen EA as our approach and used

an EA framework for describing the value of BIM and

EBIM, by visualising how they could be used to

create several value-added services in an enterprise.

The case study approach (Yin, 2014) is the overall

approach that we have used, particularly to

understand the environment and the needs. We have

chosen a prototype ICT application which uses a

dynamic scheduling algorithm for cleaning, which

has been developed as a part of a student group

project (Tenstad et al., 2018). The student thesis has

been the main data source for our work. In addition,

informal conversations with people from the property

department at the hospital have provided us insights.

We have used the information available to create an

EA model to identify potential value-added services

and their benefits for stakeholders that make strategic

and operational decisions in healthcare operations.

The visual models are the artefacts that have been

developed and described in this paper.

4 VALUE-ADDED SERVICES –

AN EXAMPLE CASE

In a hospital in Norway, a prototype of a dynamic

scheduling algorithm for cleaning has been

developed, which utilises data from EBIM. This

application creates dynamic cleaning plans based on

the use of equipment and spaces within the hospital.

Information such as mobile phone traffic within a

specific physical space, (respecting privacy

compliance) and BIM data were used. A prototype

was designed after conducting surveys among several

Norwegian hospitals to identify limitations and

challenges related to the current cleaning services.

Some of the challenges of the current cleaning

services that were identified were the lack of

connection with the BIM models (e.g. spatial data)

resulting in a separate service that was required to

transfer the relevant data to the cleaning systems,

which included an additional cost, and manual

updates of the maps of the physical space. Thus, a

prototype, a mobile solution available on an iPad

using 3D visualisations, was developed to explore

possibilities for dynamic cleaning routines based on

the actual usage of the rooms and spaces (Tenstad et

al., 2018). Such an application could make cleaning

routines more effective while reducing the overall

cost of cleaning.

We have used the +CityxChange EA framework,

described in Section 2.3.1, and EA Modelling to

visualise the dynamic cleaning scheduling algorithm

in the context of the EBIM and other relevant

applications and data in the hospital and this is shown

in Figure 2. The EA models have been created using

Troux Architect, which is an Enterprise Modelling

tool, supporting several EA approaches. Note that the

aim is not to describe the entire EA for the hospital,

but the applications that are relevant to illustrate the

new value-added services that could be created by

using EBIM.

The contents of the layers are described below:

• Context/Needs layer describe the needs of the

stakeholders and the context in which the needs

arise. In the case of a hospital, there is a need for

clean rooms and equipment, the satisfaction of

the patients and the management would like to

optimise their costs of operating the hospital.

ICEIS 2022 - 24th International Conference on Enterprise Information Systems

570

Figure 2: EA model of EBIM and example business cases.

• Services layer describes the services that could

be developed to meet the needs of the

stakeholders. In hospitals, some of the services

that could meet the needs identified in the

Context/needs layer include cleaning services,

contract negotiations, patient coordination

activities and indoor navigation support

services.

• Business Collaboration layer describes the

partnerships or collaborations that may need to

be formed to provide the services. For example,

the property owner (of the hospital) would need

to collaborate with the property maintenance

department and the cleaning company for the

cleaning services. Similarly, the patient

coordinator may need to collaborate with the

visitor coordinator or the property maintenance

department.

• Applications layer describes the various ICT

applications that could be used to develop and

support the services, such as the dynamic

scheduling algorithm for cleaning, application

to visualise BIM data and indoor positioning

applications.

• DataxChange layer describes what could be

considered as an EBIM and describes the data

that is available to create the applications and

the services to meet the needs of the

stakeholders. In this case, some of the relevant

data are the data in the BIM models, mobile

phone traffic data, real time location service data

and other enterprise data.

• Technology layer describes the different

technologies that provide the data and the

underlying software and hardware technologies

that support the data and the applications

described in the higher layers of the EA model.

In this case, some of the technological

components include the BIM server, a model

server that was implemented to provide access

to multiple data services using the IFC data

format and real time location data.

• Physical Infrastructure layer describes the

sources of the data, which are not the same as

the technological components or the hardware.

They include the physical buildings, mobile

phones, equipment. Some of the components in

this layer could also include other sources of

data such as from social media or documents.

Enterprise Architecture to Identify the Beneﬁts of Enterprise Building Information Model Data: An Example from Healthcare Operations

571

Figure 3: Business case A - dynamic and flexible cleaning services.

A dynamic scheduling algorithm for cleaning

based on the actual usage of space could be of benefit

to several stakeholders associated with the hospital.

The model in Figure 2 shows the elements that are

related to the ICT application “Dynamic Scheduling

Algorithm” for cleaning. It uses BIM data, mobile

phone data and data related to cleaning history and

schedules (the latter two are not shown in the model).

Note that mobile phone data is one of many sources

of non-intrusive data that could indicate if a physical

space had been occupied. Other sources of data that

could be used, if available, include footfall counters

or other sensor data that note people entering or

leaving rooms.

In the following sub-sections, we describe two

new services that could be developed using the

dynamic scheduling algorithm for cleaning and how

it could be of benefit for several stakeholders

involved in the operations of the hospital.

4.1 Business Case A – Cleaning

Services

The main stakeholders related to the ICT application,

the dynamic scheduling algorithm for cleaning

include the cleaning company, the facility manager,

the application developer and the hospital

management; see Figure 3. Thus, in the Business

layer of the EA model, some of the actors are central

stakeholders, e.g. in negotiating the cleaning contract

which could be of mutual benefit to the cleaning

company and the hospital management. The hospital

could optimise their costs while being ensured a

cleaning service based on the actual usage and

demand, and the cleaning company optimises their

resources by avoiding unnecessary cleaning effort

while delivering an efficient service. Such a

possibility could be of utmost value, particularly in

situations such as the COVID-19 pandemic, when

new and more vigilant cleaning routines had to be

adopted overnight to minimise the risk of infection.

Furthermore, such a dynamic and flexible cleaning

service based on demand and usage could potentially

contribute to reducing the amount of cleaning

chemicals that are used, which is also favourable to

the environment.

ICEIS 2022 - 24th International Conference on Enterprise Information Systems

572

Figure 4: Business Case B: automated cleaning using autonomous robot.

4.2 Business Case B – Autonomous

Cleaning Robots

The development of a dynamic scheduling algorithm

for cleaning, using data from EBIM, not only

provides direct benefit to the hospital and the cleaning

service provider, but it could stimulate a number of

potential business processes or opportunities for

innovative value-added services within the hospital.

The dynamic scheduling cleaning, using autonomous

robots; see Figure 4. The possibility to combine BIM

data and visualisations of it and the results from the

dynamic scheduling algorithm for cleaning could

accelerate the move to automated services within the

hospital. In addition to cost savings and resource

efficiency, such a service could be a life-saver in

highly infectious areas in hospitals, and could

contribute to reduced infections. This could have

been a valuable service during the COVID-19

pandemic or similar crises. In addition to cleaning

rooms and spaces, such a service could be combined

with the indoor positioning service to trace and/or and

track equipment, to support medical personnel,

patients and others find relevant medical and/or other

equipment which are clean and infection free, quickly

and easily.

For business case B, we have not shown the

stakeholders explicitly in the EA model. Here, most

of the stakeholders from business case A, at least

from the hospital, are still relevant. Additional

stakeholders may be policy makers at the hospital and

health authorities, concerning regulations and

guidelines for autonomous robots and other

equipment. The actors involved in the business

collaboration layer may also differ, e.g. the cleaning

company may be replaced by a robot technology

provider or there may be collaborations between the

cleaning company and the robot company.

5 STAKEHOLDERS AND

BENEFITS

A structured approach offered through an EA

framework allows attention to the different types of

stakeholders that participate in different ways and are

Enterprise Architecture to Identify the Beneﬁts of Enterprise Building Information Model Data: An Example from Healthcare Operations

573

also impacted through EBIM. The EA models try to

identify what may be considered a part of the EBIM,

within the DataxChange layer of the EA framework

and the business cases show how EBIM could be

utilised to benefit a number of stakeholders. The

purpose of these models is primarily as a means of

supporting discussions among the stakeholders. As

with many visual models (e.g. 2D or 3D models of

BIM), they also convey the value of the services and

the relationships from the elements in the EBIM and

how they can be used to support new and innovative

collaborative services.

Identifying the relationships among the different

entities help to clarify the relevance and dependencies

among the different entities. In this case, the models

presented in Section 4 describe how the different data

components in EBIM and the data contributed to the

development of the dynamic scheduling algorithm.

Similarly, they also help to visualise the stakeholders

that could be impacted and are involved in such an

application to create potentially multiple services that

could be of benefit to the hospital and its many

stakeholders. A brief overview of the main

stakeholders and the main benefits for them are

provided below:

• Medical staff (nurses, doctors, technicians, etc.),

Patients, caregivers and visitors - improved

health, sanitation, and safety; reduced risk of

infection, more pleasant working spaces, a good

impression of the hospital.

• Hospital Management - strategic decision

making and contract negotiations, based on

actual values, cost savings on cleaning,

optimised contracts with third party service

providers.

• ICT and operational services staff - potential to

develop new and novel technological support

(e.g. cleaning robots and other autonomous

services); Minimise data format conversions,

temporary storage, thus reducing costs and

avoid duplication of data and inconsistency by

information access to the source.

• Maintenance staff and Facility management-

better resource utilisation and better overview of

cleaning, e.g. through logs and automatically

generated reports.

• Sub-contractors (e.g. cleaning services) -

dynamic cleaning routines, on a real time needs

basis, efficient work plan creation, cost savings

by avoiding data conversions and additional

data storage, (through direct access to EBIM

using IFC standard), a product that they could

commercialise and use elsewhere.

6 CONCLUSION

This paper explored the concept of EBIM in a hospital

and how EBIM could be used in combination with EA

to identify and communicate the benefits of EBIM to

the multiple stakeholders in a healthcare institution.

The motivation for this work arose from the

challenges in communicating the potential benefits of

EBIM in a business context. The example business is

based on the work of group of students that had

developed a dynamic scheduling algorithm for

cleaning. The main contribution of this work is an EA

model of a hospital, describing several business cases,

the technological and the business contexts of those,

visualisation of available data and applications that

could be reused and the relevant stakeholders.

The main source of data for this work is the thesis

from the students, which report a positive response

from the stakeholders involved in the cleaning and

maintenance departments. Although the ideas and

information for the business cases have been partly

obtained from reports, discussions and work

conducted within the hospital, the models have not

been discussed with all relevant stakeholders.

Therefore, how well the model would serve as a

means of communicating the value of EBIM and the

EA approach to all stakeholders remains to be seen.

However, based on the discussions of the benefits of

EA in service provision and our own experience from

using EA, we have used EA as an approach for

communicating the value of EBIM.

The next step in our research would be the further

validation of these models as a facilitator for

communication among the stakeholders and for

identifying business value.

ACKNOWLEDGEMENTS

The authors would like to thank the people in the

Property Department at St. Olav Hospital for their

collaboration and the group of students that

implemented the prototype.

REFERENCES

Ahlers, D., Wienhofen, L. W. M., Petersen, S. A., &

Anvaari, M. (2019, June 24 - 26, 2019). A Smart City

Ecosystem enabling Open Innovation 19th International

Conference Innovations for Community Services

(I4CS), Wolfsburg, Germany.

Ajer, A. K. S., Hustad, E., & Vassilakopoulou, P. (2019).

Enterprise Architecture in Hospitals: Resolving

ICEIS 2022 - 24th International Conference on Enterprise Information Systems

574

Incongruence Issues. In L. Ohno-Machado & B.

Séroussi (Eds.), MEDINFO 2019: Health and

Wellbeing e-Networks for All (Vol. 264, pp. 659 - 663).

IOS Press. https://doi.org/doi:10.3233/SHTI190305

Aksnes, E. Ø. (2016). Indoor Positioning Integrated in

EBIM [MSc Thesis, Norwegian University of Science

and Technology]. Trondheim, Norway.

https://ntnuopen.ntnu.no/ntnu-

xmlui/bitstream/handle/11250/2412877/12621_FULL

TEXT.pdf?sequence=1&isAllowed=y

Bradley, R. V., Pratt, R., Thrasher, E., Byrd, T., & Thomas,

C. (2012). An Examination of the Relationships Among

IT Capability Intentions, IT Infrastructure Integration

and Quality of Care: A Study in U.S. Hospitals 45th

Hawaii International Conference on System Sciences

(HICSS),

https://www.researchgate.net/publication/254051721_

An_Examination_of_the_Relationships_among_IT_C

apability_Intentions_IT_Infrastructure_Integration_an

d_Quality_of_Care_A_Study_in_US_Hospitals

Bradley, R. V., Pratt, R. M. E., Byrd, T. A., Outlay, C. N.,

& Wynn Jr., D. E. (2012). Enterprise architecture, IT

effectiveness and the mediating role of IT alignment in

US hospitals. Information Systems Journal, 22(2), 97-

127. https://doi.org/ https://doi.org/10.1111/j.1365-

2575.2011.00379.x

Evjen, T. Å. (2019). Smart Hospital and Enterprise BIM

[Invited Speaker]. University of Quebec. https://sites.

grenadine.uqam.ca/sites/megaprojectworskhop/fr/meg

aprojectworkshop/documents/get_document/37

Evjen, T. Å., Raviz, S. R. H., & Petersen, S. A. (2020).

Enterprise BIM: A Holistic Approach to the Future of

Smart Buildings REAL CORP 2020 Proceedings,

https://conference.corp.at/archive/CORP2020_10.pdf

Forgues, D., & Lejeune, A. (2015). BIM: in search of the

organisational architect. Project Organisation and

Management, 7(3), 270–283. https://www.research

gate.net/profile/Daniel_Forgues/publication/28221079

0_BIM_In_search_of_the_organisational_architect/lin

ks/561bad2208ae78721fa0ff5e.pdf

Frampton, K., Shanks, G., Tamm, T., Kurnia, S., & Milton,

S. (2015). Enterprise Architecture Service Provision:

Pathways to Value ECIS 2015 Research-in-Progress

Papers,

Haghighathoseini, A., Bobarshad, H., Saghafi, F., Rezaei,

M. S., & Bagherzadeh, N. (2018). Hospital Enterprise

Architecture Framework (Study of Iranian University

Hospital Organization). Journal of Medical

Informatics, 114. https://www.sciencedirect.com/

science/article/pii/S1386505618302168

Hestman, L. M. (2015). The Potential of Utilizing BIM

Models With the WebGL Technology for Building

Virtual Environments: A Web-Based Prototype Within

the Virtual Hospital Field [MSc Thesis, Norwegian

University of Science and Technology]. Trondheim,

Norway. https://buildingsmart.no/sites/buildingsmart.

no/files/2015_ntnu_lars_madsen_hestman_the_potenti

al_of_utilizing_bim_models_with_the_webgl_technol

ogy_for_building_virtual_environments.pdf

Jørstad, F. K. (2016). Smart Hospital: Indoor positioning

with BIM Norwegian University of Science and

Technology]. Trondheim, Norway.

Krugler, P., Chang-Albitres, C. M., Pickett, K. W., Smith,

R. E., Hicks, I. V., Feldman, R., Butenko, S., Hun, D.

K., & Guikema, S. (2007). Asset Management

Literature Review And Potential Applications

of Simulation, Optimization, And Decision

Analysis Techniques for Right-Of-Way And

Transportation Planning and Programming.

http://tti.tamu.edu/documents/0-5534-1.pdf.

https://pdfs.semanticscholar.org/1386/2dec7105c63ff0

40ba3652c893aa62d8d8ff.pdf?_ga=2.172343523.1580

23141.1585382952-1859317868.1584790026

Ku, K., & Taiebat, M. (2011). BIM Experiences and

Expectations: The Constructors' Perspective.

International Journal of Construction Education and

Research, 7(3), 175-197. https://www.tandfonline.com/

doi/abs/10.1080/15578771.2010.544155

Lucas, J., Bulbul, T., Thabet, W., & Anumba, C. (2013).

Case Analysis to Identify Information Links between

Facility Management and Healthcare Delivery

Information in a Hospital Setting. Journal of

Architectural Engineering, 19(2). https://ascelibrary.

org/doi/pdf/10.1061/%28ASCE%29AE.1943-5568.00

00111

Miettinen, R., Kerosuo, H., Metsälä, T., & Paavola, S.

(2018). Bridging the life cycle: a case study on facility

management infrastructures and uses of BIM. Journal

of Facilities Management, 16(1), 2-16.

https://doi.org/10.1108/JFM-04-2017-0017

Otto, B., Lohmann, S., Steinbuß, S., & Teuscher, A. (2018).

IDS Reference Architecture Model, Industrial Data

Space, Version 2.0. https://www.fraunhofer.de/

content/dam/zv/de/Forschungsfelder/industrial-data-

space/IDS_Referenz_Architecture.pdf

Penttilä, H. (2006). Describing the changes in architectural

information technology to understand design

complexity and free-form architectural expression.

Electronic Journal of Information Technology in

Construction, 11, 395-408. https://www.research

gate.net/publication/282717816_Describing_the_chan

ges_in_architectural_information_technology_to_unde

rstand_design_complexity_and_free-form_architectu

ral_expression

Petersen, S. A., Pourzolfaghar, Z., Alloush, I., Ahlers, D.,

Krogstie, J., & Helfert, M. (2019). Value-Added

Services, Virtual Enterprises and Data Spaces inspired

Enterprise Architecture for Smart Cities Collaborative

Networks and Digital Transformation - 20th IFIP WG

5.5 Working Conference on Virtual Enterprises, PRO-

VE 2019, Turin, Italy.

Pikas, E., Koskela, L. J., Sapountzis, S., Dave, B., & Owen,

R. L. (2011). Overview of building information

modelling in healthcare projects HaCIRIC 11,

https://www.researchgate.net/publication/277735729_

Overview_of_building_information_modelling_in_he

althcare_projects/citations

Pourzolfaghar, Z., Bezbradica, M., & Helfert, M. (2016).

Types of IT Architectures in Smart Cities – A review

Enterprise Architecture to Identify the Beneﬁts of Enterprise Building Information Model Data: An Example from Healthcare Operations

575

from a Business Model and Enterprise Architecture

Perspective AIS Pre-ICIS Workshop on “IoT & Smart

City Challenges and Applications” – ISCA 2016,

https://pdfs.semanticscholar.org/1f6a/772b53c3467af2

c7be5acfb28cc7fa8e0d06.pdf?_ga=2.191354218.1730

394697.1551012297-1057477294.1535019814

Sabol, L. (2008). Building information modeling & facility

management. T. Dallas, USA, IFMA World

Workplace.

Shanks, G., Gloet, M., Asadi Someh, I., Frampton, K., &

Tamm, T. (2018). Achieving benefits with enterprise

architecture. The Journal of Strategic Information

Systems, 27(2), 139-156. https://doi.org/https://doi.org/

10.1016/j.jsis.2018.03.001

Succar, B. (2009). Building Information Modelling

Maturity Matrix. In Handbook of Research on

Building Information Modeling and Construction

Informatics: Concepts and Technologies (pp. 28).

https://www.researchgate.net/publication/225088901_

Building_Information_Modelling_Maturity_Matrix

Tamm, T., Seddon, P. B., Shanks, G., & Reynolds, P.

(2011). Delivering Business Value Through Enterprise

Architecture. Journal of Enterprise Architecture, 7(2).

http://www.library.nic.in/e-

journalNew/JEAMagazines/JEA_2011-2.pdf#page=17

Tenstad, A., Halvor, B. M., Thorkildsen, M. K., Eidem, M.

R., Ødegaard, O. K., & Latif, S. M. (2018). Smart

Cleaning [Project Report, Norwegian University of

Science and Technology].

The Open Group. (2011). The Open Group Architecture

Framework TOGAF Version 9.1. The Open Group.

https://www.opengroup.org/public/member/proceedin

gs/q312/togaf_intro_weisman.pdf

van der Zwart, J., & Evjen, T. Å. (2018). Data Driven

Simulation Model for Hospital Architecture: Modelling

and Simulating Clinical Process, Architectural Layout

and Patient Logistics in a Hospital’s Building

Information Model. In D. L. Viana, F. Morais, & J. V.

Vaz (Eds.), Formal Methods in Architecture and

Urbanism (pp. 223-236). Cambridge Scholars

Publishing. https://books.google.no/books?hl=en&lr

=&id=ZXFmDwAAQBAJ&oi=fnd&pg=PA223&dq=

+ebim+hospital&ots=vwqwQJWkDo&sig=BH_Abpry

ZAntLvUuI9St1WeuQQc&redir_esc=y#v=onepage&

q=ebim%20hospital&f=false

Wang, Z., Bulbul, T., & Lucas, J. (2015). A Case Study of

BIM-Based Model Adaptation for Healthcare Facility

Management—Information Needs Analysis

International Workshop on Computing in Civil

Engineering,

Yin, R. K. (2014). Case Study Research: Design and

Methods (Vol. 5). SAGE Publications.

Zachman, J. A. (1987). A framework for information

systems architecture. IBM systems journal, 26(3), 276-

292.

Zachman, J. A. (2008). The Concise Definition of The

Zachman Framework. Zachman International, Inc.

Retrieved 13 December from https://www.zach

man.com/about-the-zachman-framework

ICEIS 2022 - 24th International Conference on Enterprise Information Systems

576