People management has been recognized as key to implementing building information modeling (BIM). This study aimed to identify the critical factors hindering and driving BIM implementation in terms of people management, present the theoretical rationale behind these factors using a proposed organizational change framework, and provide strategies to enhance BIM implementation. Twenty-four hindrances to and 13 drivers for BIM implementation in people management were identified from the literature review. The results from a questionnaire survey of 84 experts in Singapore and postsurvey interviews revealed that 22 hindrances and 12 drivers were deemed critical and could be interpreted by 13 organizational change attributes in terms of interenterprise structure, corporate culture, and individuals and roles in a building project context. People management strategies are proposed to address the critical hindrances grouped into fragmentation and inertia, unestablished contractual foundation, poor knowledge and resistance to change, and unfavorable risk attitudes, which will help practitioners identify specific adjustments to their implementation activities.

Although building information modelling (BIM) has been implemented in building projects in Singapore, barriers such as the duplicate efforts for designers and contractors to create models appear to exist. Thus, BIM imple­mentation needs to be enhanced. The objectives are to identify the critical success factors (CSFs) for enhancing BIM implementation and investigate the interrelationships among these CSFs. 32 success factors were identified through a literature review and a questionnaire survey was conducted. The results indicated that 15 CSFs were identified and grouped into integration and accuracy of models (IAM), commitment and training from the management (CTM), and advantages and support of implementation (ASI) through factor analysis. The results from structural equation modelling (SEM) analysis revealed that CTM resulted in IAM and from ASI, while ASI facilitated IAM. The proposed framework indicating the CSFs and the intergroup relationships provides an in-depth understanding of BIM implementation and can help firms to commit on their part of project-wide BIM adoption and associated advantages. Overseas practitioners may use the identified success factors and follow the method to customise their own CSFs.

Building information modelling (BIM) implementation has been mandated in the Singapore construction industry, but it is still plagued with challenges such as lack of contractor input in design models. Thus, the industry still needs changes in the BIM implementation. This study aims to identify critical drivers for change (CDCs) towards full BIM implementation, demonstrate the theoretical rational behind the CDCs, and formulate strategies to strengthen the CDCs. Conducting a questionnaire survey with 86 professionals, this study identified 31 CDCs, among which ‘BIM vision and leadership from the management’ was ranked top. The results indicated that these CDCs could be interpreted with an adapted organizational change framework in which process-related attributes were key to changing towards full BIM implementation. The identification of the CDCs and the strategies enables the project management team to obtain sufficient support for strengthening the positive influence from the CDCs and enhancing BIM implementation. Additionally, overseas construction practitioners can use the drivers and strategies identified in this study to prepare their customized lists of drivers and strategies.

The use of building information modeling (BIM) has been mandated by the Singapore government, but at the same time, non-value-adding (NVA) implementation practices are prevalent. However, little is known about the factors contributing to NVA BIM implementation practices from different stakeholders’ viewpoints. This study aims to identify the leading contributors to NVA BIM implementation activities in BIM-based building project delivery in Singapore, compare perceptions among stakeholders with different roles, firm sizes, and BIM implementation experience, and propose strategies for NVA implementation activity reduction. An extensive literature review and a pilot study were conducted to determine causes. The results of a questionnaire survey, statistical analyses, and four postsurvey interviews found that all 49 causes categorized by major stakeholders were critical. Among the most influential causes were “design models do not fit for intended downstream uses” (for architect/engineers) and “design changes are expensive once fabrication has commenced” (for manufacturer/supplier). The subgroup analysis indicated that contractors, especially those of small to medium size, perceived that the leading causes related to consultancy firms’ reluctance to enhance design-construction integration and consider incremental changes, whereas stakeholders without much BIM practical experience probably underestimated the difficulties of conducting value-adding BIM diffusion activities. This study extends the concept of NVA activities to BIM implementation and recommends management strategies for each project role to implement BIM-based collaborative practices. The findings enable practitioners to better understand BIM diffusion and reduce their NVA BIM implementation activities for enhanced construction productivity.

Although the Singapore government has mandated submissions of building plans in building information modelling (BIM) format since July 2013, this does not yet seem to lead to enhanced productivity performance. BIM collaboration between designers and downstream contractors appears to remain inadequate. While many studies have been conducted on using BIM for better project outcomes, studies that relate BIM with the identification of non-value adding activities in the project lifecycle and the reduction of the resulting wastes are at infancy stage. This paper aims to propose a project management framework for enhancing the productivity of building projects in Singapore, which forms Phase I of an ongoing research project. A two-pronged approach is presented. Firstly, non-value adding activities in the current project delivery process that uses BIM partially in Singapore are identified by comparing the typical current process with full BIM-based processes; such activities are cut down after process transformation in terms of people, process, and technology. Secondly, time savings derived from reducing the wastes caused by these activities are quantified. The proposed framework was validated by a case study of a local residential project. It was concluded that this framework provides a valuable tool for project teams to enhance productivity performance.