## 4 Results and Discussion
### Managerial Strategies  
To reduce the 21 critical hindrances to BIM implementation, six managerial strategies (Figure 2) have been proposed based on the data analysis results. These strategies can not only help the leadership teams of building projects in Singapore to reduce possible hindrances in their BIM implementation practices, but also provide insights for the local government to refer to when rolling out new regulations related to BIM implementation. _Executive commitment (MS1)._ The planning, design, construction, and operations and maintenance processes have been increasingly relying on the information models [26]. The executives of the primary project participants should recognize the inevitable change to adapt to the information-oriented project delivery and continually commit on BIM diffusion which will probably be stunted if the participants cannot implement their part of BIM (H01 and H09). With the tone of changing at the top, the employees who carry out day-to-day work on the shop floor must change their passive mindsets and behaviors (H05). Moreover, the willingness of implementing BIM is also affected by the Singapore government's policies, competitor motivation, financial incentives, and technical support [9]. The post-survey interviewees recommended that in addition to the existing government mandate and support in Singapore, incentives such as additional GFA for the owner and a series of objective performance milestones for the designers and contractors need to be formulated. _Involvement and integration (MS2)._ The participants should be early involved and physically collocated to build trust and collaboration as the BIM adoption in Singapore tended to be firm-based. Specifically, the key contractors, manufacturers, and facility management team downstream can contribute their knowledge and experience in the digital design modeling upfront (H12), which enables to fix the design early and build constructability in the design (H36). Otherwise, problems may occur in the subsequent stages where design changes would be costly. The close collaboration and frequent communication upfront may help address the interoperability issues such as by using predetermined software or software versions and interoperability standards (H43). This can align fragmented BIM adoptions in different participants by integrating their discipline-specific models. Furthermore, these preparatory work would also serve as the basis of collaboratively managing the digital model in the later stages (H34). _Standard contract (MS3)._ An updated version of the BIM Particular Conditions in Singapore should be developed as the standard contract (H33) to incorporate the BIM work processes into the local contractual framework because the current version was partly completed [73]. As mentioned earlier, currently, the design processes may not be collaborative because the design team and the construction team in Singapore tend to individually create different models. The new multi-party contract should be set by the local government and incentivize the participants to openly share data, which helps improve the contractual relationships (H27) among these primary participants because they can act as a collaborative team (H28). Besides, the flow of information can also be ensured in the model management. In addition, the owner should set relevant contractual requirements on BIM when building the project team. Otherwise, the service providers' motivation and willingness of implementing BIM in practice would be affected [33]. _Aligning business interests (MS4)._ Sharing business interests should be agreed on by all the key stakeholders (H02) in the contract. This will build the necessary trust and the continuous collaboration among the participants [53]. All the participants should have a clear understanding of the opportunities, risks, and responsibilities when incorporating BIM work practices into the project workflow in Singapore.