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.

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The Singaporean government has made building information modeling (BIM) implementation mandatory in new building projects with gross floor areas over 5000 m2, but the implementation is still plagued with hindrances such as lacking project-wide collaboration. The purposes of this study are to identify critical factors hindering BIM implementation in Singapore’s construction industry, analyze their interrelationships, and identify strategies for reducing these hindrances. The results from a survey of 87 experts and five post-survey interviews in the Singaporean construction industry identified 21 critical hindrances, among which “need for all key stakeholders to be on board to exchange information” was ranked top. These hindrances were categorized into lack of collaboration and model integration (LCMI), lack of continuous involvement and capabilities (LCIC), and lack of executive vision and training (LEVT). LEVT and LCIC contributed to LCMI; LEVT caused LCIC. The proposed framework implying the key hindrances and their corresponding managerial strategies can help practitioners identify specific adjustments to their BIM implementation activities, which enables to efficiently achieve enhanced BIM implementation. The hindrances identified in this study facilitate overseas BIM implementers to customize their own lists of hindrances.

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.

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