## 5 Conclusions and Recommendations  
This study has examined the hindrances to BIM implementation in building projects in Singapore and explored the interrelations among these hindrances. The analysis results from the questionnaire survey and the post-survey interviews implied that 21 out of the 47 hindrances were deemed critical. If everything is important, nothing is manageable. The top-ranked hindrances represented the most important areas of activities of BIM implementation. Since resources are usually limited in a project, the project leadership team should allocate resources for such areas rather than all the key areas. Additionally, the 21 critical factors hindering BIM implementation were grouped into three categories:lack of collaboration and model integration, lack of continuous involvement and capabilities, and lack of executive vision and training, which were confirmed by CFA. Furthermore, these hindrance groupings and the intergroup relationships formed a conceptual framework. This framework could depict the key hindrances of BIM implementation in the Singapore construction industry. According to the path modeling analysis results, the lack of executive vision and training and the lack of continuous involvement and capabilities contribute to the lack of collaboration and model integration, and that the lack of executive vision and training results in the lack of continuous involvement and capabilities. Thus, the key areas described by the hindrances in the driving hindrance grouping \"lack of executive vision and training\" should also have top management priority. According to the ranking of and the relationships among the critical hindrances, six managerial strategies are proposed for project teams to overcome these hindrances. There are limitations to the conclusions. First, the critical factors hindering BIM implementation might not be exhaustive. These factors might not be continuously true as time passes. Second, the data analyzed in this study were collected from the BIM implementers in Singapore, which may restrict the interpretation and generalization of the analysis results. Nonetheless, the managerial strategies proposed in this study are not only applicable in the project teams in Singapore, but also hold true in overseas building project teams. This is because: (1) overseas project teams may also use the hindrances to BIM implementation identified in this study and follow the methodology used in this study to customize their own lists of hindrances, with minor adjustments. Similar to Singapore, other countries are also encouraging, specifying, or mandating BIM uses in publicly-funded building and construction projects by issuing a variety of BIM policies and standards [75; 76]. Other countries such as the United States, the United Kingdom, and Australia also only have gone a step further to include elements of relational contracting which stress on shared rewards and responsibilities to break out of the conservative industry culture; (2) the governments that have not made much effort to incentivize BIM implementation can refer to these managerial strategies to purposefully and efficiently formulate and roll out their plans and policies. They may conditionally mandate BIM uses in their construction and building projects, establish national data exchange standards for enhanced multidisciplinary model integration, and provide technical support such as by defraying a proportion of the capital investments in software purchase, subscription, updating, and training; and (3) the proposed conceptual framework indicating the groupings of the critical hindrances as well as the intergroup cause-effect relationships is novel and can help the BIM implementers identify specific adjustments to their BIM implementation activities for efficiently enhancing BIM implementation. Thus, the main findings of this study contribute to the scholarship in terms of BIM implementation.