TrackIntermediate to advancedExam coming
Leading BIM in an organisation
For BIM managers and team leads who run BIM across a firm, not just one project: making the business case and measuring the benefit, mandates and maturity, roles and staffing, company standards and libraries, software and IT, and training people through the change. Each lesson ends with a practical exercise.
3 chapters · 6 lessons · about 36 minutes
Finish all 6 lessons to download a certificate of completion.
Chapter 1. Why, and how far
0/2 done- 1.1 The business case for BIMDirectors fund what they can see paying back. Build the case on the firm's own problems and numbers, choose a few measures before you start, and report them the same way every quarter.
- 1.2 Maturity and mandatesGovernments and clients increasingly require BIM; maturity models say how far a firm has come. Use both to set the next step, not to win a label.
- Chapter recap
Chapter 2. People and standards
0/2 done- 2.1 BIM roles and staffingWho does BIM in a firm: a central team, people in every project, or both. Define roles by what they do, size them by the work, and don't let BIM become one person's job.
- 2.2 Standards, templates and librariesCompany standards make every project start well: a short standard, templates that apply it, and a library of checked content. Keep them small, owned and versioned.
- Chapter recap
Chapter 3. Tools and change
0/2 done- 3.1 Software and IT for BIMChoose software from the work and the exchanges you must make, not from features. Then plan the IT around it: hardware, storage, networks, licences and backups.
- 3.2 Training and changePeople change how they work when the new way helps them on their own project, with someone to ask. Train for tasks, close to the work, and support the first projects closely.
- Chapter recap
Your learning route
Each station is a chapter; completed lessons are ticked.
- 1Why, and how farChapter 1 · 2 lessons
- 2People and standardsChapter 2 · 2 lessons
- 3Tools and changeChapter 3 · 2 lessons