Based on experience with BIM training and promotion in design institutes, relying solely on architects to self-learn BIM technology and independently develop an effective application system often leads to failure. Engaging professional BIM consulting services to support the establishment and implementation of BIM can significantly increase the chances of success within design institutes.
With a dedicated BIM consulting team providing technical expertise, a comprehensive BIM application plan can be created early on, tailored to the specific characteristics and needs of the design institute. Subsequently, appropriate projects are selected to cultivate and train the BIM team through hands-on experience. This approach allows for the gradual development of a structured BIM talent hierarchy, effectively transforming BIM technology into a productive asset that enhances design competitiveness and broadens the scope of design services.
There are two common misconceptions regarding BIM implementation in design institutes that deserve clarification:
First, the core business of design institutes is design—not BIM value-added services. Therefore, BIM must be integrated seamlessly with design workflows and become a true productivity tool, rather than being treated as an additional task or mere auxiliary tool.
Second, design institutes should recognize that BIM applications primarily serve functions such as conceptual design, visualization, green building analysis, preliminary design, construction drawing design, and pipeline integration. Among these, conceptual design and construction drawing applications are the most critical. BIM value-added services, including quantity takeoffs and 4D construction simulations, come secondary.
It is also essential to select BIM value-added service applications reasonably, based on the business characteristics of the design institute and the composition of the existing BIM team.
While there are many peripheral services derived from BIM, it is crucial to carefully explore and determine the right direction—rather than adopting a broad or laissez-faire approach. Deciding what to pursue and what to avoid is a key challenge that enterprise decision-makers must address thoughtfully.
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