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The Kingdom of Saudi Arabia (KSA) is not an exception in relying on the growth of its construction industry to support rapid population growth. However, its need for infrastructure development is constrained by low productivity levels and cost overruns caused by factors such as delays to project completion. Delays in delivering a construction project are a global issue and while theories such as Optimism Bias have been used to explain such delays, in KSA, client-related causes of delays are also significant. The objective of this paper is to develop a framework-based approach to explore how the country’s construction industry can manage and reduce delays in construction projects through building information modelling (BIM) in order to mitigate the cost consequences of such delays. It comprehensively and systematically reviewed the global literature on the subject and identified gaps, critical delay factors and the specific benefits that BIM can deliver for the delay management. A case study comprising of nine hospital projects that have experienced delay and cost overruns was also carried out. Five critical delay factors related to the clients were identified as candidates that can be mitigated through BIM’s benefits. These factors are: Ineffective planning and scheduling of the project; changes during construction by the client; delay in progress payment; slowness in decision making by the client; and poor communication between clients and other stakeholders. In addition, data from the case study projects strongly suggest that optimism bias is present in many of the hospital projects. Further validation via key stakeholder interviews and documentations are planned., {"references":["Deloitte. Deloitte GCC Powers of Construction 2014 Construction Sector Overview; 2014.","Ventures Middle East LLC. The Saudi Construction Industry. Abu Dhabi; 2011.","Alrashed I, Alrashed A, Taj SA, Phillips M, Kantamaneni K. 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common data environment (CDE) is a specific requirement for Level 2 BIM in the UK inaccordance with BS1192-2007 and PAS1192-2 standards. It is a central repository of BIM data and examplesinclude 4BIM and Autodesk 360. These repositories have some disadvantages:(i) it is after synchronisation orfile upload that changes between local and cloud versions of BIM models can be appreciated by remote teams;(ii) there is a cost associated with subscribing to these servers, which could marginalise SMEs wanting to adoptBIM; and (iii) during the design phase, these systems do not permit real-time co-creation capabilities or audiovisualconsensus amongst designers. So although these repositories are helpful technologies, it is people whocollaborate (not systems) and in the design phase, audio-visual feedback and consensus can augment thecollaboration experience and outcomes. With socio-technical input, the quality of BIM data/models generated byteam members can be enhanced (and clashes minimised) if visual isolation is eliminated.This research presents a framework and proof-of-concept which redefines Social BIM (SBIM) as a sociotechnicalmode of BIM that enriches the co-creation process for Levels 2 and 3 BIM. It enables ‘sharedsituational awareness’ by empowering remote participants with visual and remote control of BIM models usingGoToMeeting as a ‘groupware’. The BIM data was hosted by surrogate servers linked to cloud-based storage. Aquasi-experiment through a desktop sharing and communication system enabled 14 globally dispersedparticipants to control the graphical user interface (GUI) of a host PC in the UK running Autodesk Revit. Fouraudio-visual collaboration protocols were developed and three were tested. Participants interacted via the hostPC remotely using computers (which acted as nomadic servers) and with mobile devices. Remote desktop/laptopusers had unlimited control of the data in host PC, while real-time audio-visual communication improved thecollaboration and co-creation of 3D BIM models. The experience of participants in editing BIM models was afunction of internet bandwidth, hardware and operating systems. Unitary optimisation of modellingefforts/outcomes was possible on shared/coordination models. Divisible optimisation of industry-specific tasks(i.e. architectural, engineering and management) by participants was enhanced by feedback which was eitheron-demand (requested) or just-in-time (spontaneous).