The question is common in meetings, training sessions, and internal conversations: “"Does BIM require more work at the beginning?"”
The honest answer is: yes., It might seem like it's more work. But not for the reason you think.
What many companies interpret as "increased workload" is actually a clash between two worlds: the traditional model, based on reactive effort, and the digital model, based on structure, anticipation, and integration.
In this article, we will understand why this perception arises, what actually increases at the beginning of the BIM implementation And, most importantly, what changes when the process matures.
Why does BIM seem to require more work at the beginning?
When a company starts implementing BIM, several changes happen simultaneously:
- Standards need to be defined;
- It is necessary to structure templates;
- Decisions need to be made sooner;
- The model now centralizes information that was previously scattered;
- The team needs to learn new tools and workflows.
Naturally, this creates a feeling of additional effort. But there's a key point here: BIM reveals the complexity that already existed.
Before BIM, many problems were diluted throughout the project cycle. Errors appeared on the construction site. Conflicts were resolved in the field. Revisions happened late.
The effort already existed, but it was distributed in a less visible way.
When BIM comes into play, it anticipates decisions and concentrates responsibilities at the beginning of the process.
This creates a perception of increased workload, but in practice, it is a redistribution of effort throughout the project cycle.
What really increases with BIM implementation?
It's important to separate perception from reality. In the initial phase of BIM implementation, some factors really require more attention:
1. Structuring patterns
Defining nomenclatures, levels of detail (LOD), parameters, libraries, and templates requires planning.
2. Organizing the flow of information
Creating a CDE (Common Data Environment), defining responsibilities, and standardizing deliverables requires coordination and alignment.
3. Training and learning curve
No team is born digitally mature. Learning to model with informational intelligence is different from simply drawing in 3D.
4. Anticipating decisions
In the traditional model, many decisions are postponed. In BIM, decisions need to be made earlier, requiring greater technical clarity from the outset.
All of this generates effort. But there is a fundamental difference between structural effort and rework.
Does BIM add more work or does it speed up the work?
When a company works predominantly in 2D or with poorly structured processes, rework usually occurs in three stages:
- During the late matching;
- During the construction phase;
- Or during the operational phase.
This rework is costly, impacts deadlines, and causes friction between teams.
BIM shifts some of this effort to the beginning, when it's still possible to make corrections with less financial impact.
I.e: BIM does not increase the workload. He anticipates the work that was previously paid for on the construction site.
This anticipation requires organizational maturity. Without it, the process seems cumbersome, bureaucratic, and slow.
When does a lack of maturity turn BIM into an overload?
There is a scenario in which the perception of "more work" becomes real: when BIM is treated merely as software.
Some common mistakes in BIM implementation:
- Implementing a tool without reviewing the process;
- Failure to mobilize strategic leadership;
- Failure to define clear governance;
- Relying on key people to keep the workflow going;
- Ignoring team culture and skills.
In these cases, the company adds a digital layer on top of a disorganized process. The result is overload.
The problem, then, is not BIM. It's the lack of digital maturity.
The role of BIM maturity in this perception.
A BIM maturity It's not just about the ability to model well. It involves four fundamental dimensions:
- Strategic digital readiness;
- Digital culture and skills;
- Infrastructure and data intelligence;
- Efficient and integrated processes.
When these pillars are misaligned, any new methodology seems cumbersome.
Companies in the analog or early digital stages tend to feel a greater initial impact because they need to reorganize their structure, culture, and information flow simultaneously.
Companies with intermediate or advanced maturity levels are able to absorb BIM as a natural evolution, not as a traumatic disruption.
What diminishes after the process matures?
As the process consolidates, the gains become visible:
- Significant reduction in rework;
- Greater predictability of timeline and cost;
- Better communication between disciplines;
- Fewer reactive decisions;
- Greater traceability of information;
- Reducing dependence on specific individuals.
The initial effort translates into operational stability.
What once seemed like "more work" is now recognized as structured organization.
The false sense of productivity
There is also another psychological factor involved. In the traditional model, quickly producing drawings and spreadsheets generates a feeling of productivity.
Even if these documents need to be reviewed several times later.
BIM requires planning before production. And planning rarely looks productive in the short term.
The difference between speed and efficiency usually only becomes evident when we analyze the complete project lifecycle.
BIM and digital transformation in the AEC sector
In the context of the digital transformation of civil construction, BIM is just one of the tools.
The real change lies in how information is structured, integrated, and used for decision-making.
Companies that understand BIM as a strategic asset, and not just a contractual requirement, tend to experience less friction initially.
Because the objective ceases to be "modeling" and becomes "managing information".
So, does BIM require more work at the beginning?
The most accurate answer is: BIM requires more clarity from the start.
He demands:
- Definition of process;
- Standardization;
- Planning;
- Governance;
- Leadership commitment.
Without it, the deployment really becomes cumbersome.
Thus, the initial effort transforms into a structured foundation for sustainable growth.
What to do if your team feels that BIM is "creating more work"?
This perception should not be ignored. It may indicate:
- Lack of strategic alignment;
- Processes that are not yet structured;
- Lack of clear governance;
- Insufficient training;
- Lack of organizational maturity.
Before questioning the methodology, it is important to assess the company's stage of maturity.
The problem is rarely with the tool. It's usually with the process.
Initial effort or structural investment?
BIM may seem more laborious at first because it shifts the effort to where it should be: in planning and structuring.
Companies that navigate this phase with clarity and method reap structural gains over time.
Those who try to accelerate without a foundation end up reinforcing the perception of overload.
Digital maturity in the AEC sector begins with clear processes.
If your company is facing difficulties implementing BIM or feels that the initial effort is exceeding expectations, perhaps the next step is not to switch tools, but to better structure the process.
Do you want to know if BIM is "giving you more work" or if your process isn't structured yet?
Before questioning the methodology, it's worth diagnosing the current stage of your process.
Do the BIM Maturity Test From Cadbim, receive a structured assessment of where your company stands and what the safest next steps are.
Or, if you prefer, Speak directly to our team. to understand how to transform initial effort into long-term predictability.