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It is aquick yet accurate way to assess an organization’sability to deliver BIM services. It includes threecapability stages, with stage 3 being the mostadvanced. Along with these stages, there are fivemajor milestones, namely pre-BIM as the fixed starting point, object-based modelling, model-basedcollaboration, network-based integration andintegrated project delivery or IPD (AIA CC, 2007) asthe evolving target. However, since BIM capabilitystages are established when the minimumrequirements are met, they cannot assess theabilities (or the lack of them) beyond these minimumrequirements. BIM capability stages cannot detectvariations in level of experience and modellingquality between two organizations that are both atthe same BIM stage.BIMMI was developed to address the shortcomingsof the BIM capability stages (Succar, 2009). BIMMIrefers to the quality, repeatability and degrees ofexcellence of BIM services; in other words, the moreadvanced ability to excel in performing tasks ordelivering BIM services. BIMMI has five distinctmaturity levels, namely initial/ad hoc, defined,managed, integrated and optimized. In general, theprogression from the lower to the higher levels of BIMmaturity indicates better control through minimizingvariations between targets and actual results, betterpredictability and forecasting by lowering variability incompetency, performance and costs, and greatereffectiveness in reaching defined goals and settingnew more ambitious ones. Compared with the BIMcapability stages, the BIMMI provides both a clearoverview and more detailed assessment.Nevertheless, its focus remains on the ability of theorganizations and project stakeholders to deliver BIMproducts and services without assessing the maturityof the models and modelling processes of thedelivered BIM products and services.NBIMS CMM was developed to assess buildinginformation models. NBIMS CMM is the mostcommonly used assessment tool in the USA(McCuen and Suermann, 2007). It is a matrix with 11areas of interest on the x-axis and 10 levels ofmaturity on the y-axis. The areas of interest includedata richness, life-cycle views, change management,roles of disciplines, business processes, timeliness/response, delivery method, graphical information,spatial capability, information accuracy andinteroperability/Industry Foundation Classes support.The ratings for maturity levels are on a scale of1–10, with 10 being the most mature. Two versionsof NBIMS CMM exist. The first version is the tabularCMM, which is based on a static Microsoft Excelworkbook consisting of three worksheets. Thesecond version is interactive CMM (I-CMM), which isbased on a multi-tab Microsoft Excel workbook thatincludes several interdependent worksheets offunctionality. The worksheets are interactive andactively update the BIM’s maturity level as the userenters information.NBIMS CMM is a tool for BIM users to evaluatetheir practices and processes. It can also be used forportfolio-wide analysis to establish an organization’scurrent strategic or operational BIM implementation.In addition, it can be used to set goals to achievegreater information maturity for future BIM projects.However, there are also several limitations for theuse of NBIMS CMM. It is an internal tool todetermine the level of maturity of an inpidual BIMas measured against a set of pre-defined weightedcriteria. CMM is not intended to be used to comparedifferent models or BIM implementations. It isdesigned to measure the maturity of the model(including the modelling process), but not tomeasure the BIM maturity of the organization.NBIMS CMM has been adapted for use in theNetherlands and presented as BIM Meetlat by aconsulting firm BouwnD (Pikkaart, 2008). The 11areas of interest on the x-axis and the 10 levels ofmaturity are translated from English into Dutch. Thescoring system is maintained, that is, based on theresults of the assessment, the BIM maturity can berecognized as bronze, silver, gold or platinum. Fromthe scientific point of view, there is a lack ofvalidation on how the original tool, developed withinthe American context, was adjusted to the Dutchcontext. Although it is usually assumed that BIMtechnologies are generic, the business processesand distribution of roles in different countries mayvary. Such differences become crucial, since theBouwnD consultant uses BIM Meetlat to evaluatethe maturity of the organization. This is beyond thefocus and main objective of NBIMS CMM on whichBIM Meetlat is originally based.DeBIMspecialist has introduced an assessmenttool called ‘BIM Succespredictor’, which comprisesnine aspects: strategy, organizational structure,commitment, people, resources, engineeringmethod, collaboration, BIM scope and results (Hendriks, 2010). These aspects are categorized intocorporate aspects and project aspects. Based on aninterview, the DeBIMspecialist consultant highlightsthe particular shortcomings that limit the BIMsuccess of an organization. Each shortcomingis then put into a direct relation with a specificcorporate or project aspect. Subsequently, thepossible consequences of these shortcomings areexplained; for instance, insufficient corporatestrategy on BIM would lead to ad hoc andinconsistent implementations; lack of quality of BIMproducts would render the results useless/with noclear added value. Compared with the other tools,this one is quite unique in the sense that it intendsto warn an organization of possible negativeimplications if BIM capability is not adequate.