Chapter 13 provides a step-by-step framework for creating a long-term BIM strategy at the organizational level, rather than project by project. The authors argue that organizations need a BIM Strategy (a high-level vision and roadmap) and BIM Plans (tactical documents for individual projects).
The strategy development process begins with a gap analysis: Where are we now? Where do we want to be? The chapter provides maturity assessment tools across multiple dimensions (technology, processes, people, standards, data management). The gap analysis identifies specific actions.
Next, define strategic goals. Examples: "Reduce RFI (Request for Information) volume by 50% within two years," or "Achieve BIM Level 2 certification within 18 months," or "Complete all model-based quantity takeoffs without manual measurement within one year." Goals should be SMART (Specific, Measurable, Achievable, Relevant, Time-bound).
The chapter then covers resource planning: BIM requires investment in software licenses, hardware upgrades, training, and potentially new hires (BIM Manager, Information Manager, BIM Coordinators). The authors provide guidance on budgeting and phasing investments over multiple years to manage cash flow.
Change management planning is equally important: communication plans to announce the BIM initiative, training schedules, pilot project selection criteria, and success metrics. The chapter also covers risk management: What happens if the BIM Manager leaves? What if software vendors change licensing terms? What if a key client does not require BIM? The strategy should include contingency plans.
Finally, the authors discuss continuous improvement: After each project, conduct a lessons-learned review, update templates and standards, and refine training materials. BIM is not a one-time implementation but an evolving capability.
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