Adopting BIM in Projects: Is Cost Really the Biggest
Barrier?

Building Information Modelling, or BIM, has become an increasingly important part of digital construction. Yet despite its growing adoption, many project teams still hesitate to introduce BIM into their projects.

One of the most common concerns is straightforward:

“How much will BIM add to the project cost?”

It is a reasonable question.

BIM adoption can require investment in software, skilled professionals, training, processes, and technology. For companies working within tight project budgets, these additional requirements can appear difficult to justify, particularly when traditional design and construction workflows are already in place.

But there is another question worth asking:

What does it cost when project information is poorly coordinated?

That is where the BIM conversation becomes more interesting.

The real challenge is not simply the cost of BIM

BIM should not be viewed as simply purchasing software or creating a 3D model.

Modern BIM is increasingly understood as a collaborative process for managing project information, coordination, and data across different stages of a project. The 2025 NBS Digital Construction Report, based on responses from 559 design and construction professionals, found that BIM adoption remained strong while industry understanding continued to move beyond the idea of BIM being simply a “3D model with data.”

This distinction matters.

A BIM workflow can involve architectural, structural, MEP and other project information being brought together so that teams can identify issues, communicate changes, and make decisions using a more coordinated information environment.

So the cost discussion should not stop at:

“How much does BIM cost?”

It should also consider:

“What problems are we trying to prevent or manage through better coordination and information?”

Why do companies hesitate to adopt BIM?

Cost is certainly one of the barriers.

Research and industry surveys have identified several recurring challenges, including the cost of implementation, lack of in-house expertise, training requirements, and resistance to changing established workflows. NBS has previously identified cost, expertise, and training among the barriers reported by professionals considering BIM adoption.

For a company that has never used BIM extensively, the initial investment may include:

• BIM software and technology

• Hiring or outsourcing BIM professionals

• Training existing project teams

• Developing new workflows and standards

• Coordinating information between multiple disciplines

• Establishing processes for managing project data

For smaller projects or companies with limited resources, these considerations can understandably create hesitation.

However, treating BIM as a single upfront expense can provide an incomplete picture.

The cost of poor coordination

Construction projects involve numerous disciplines working together.

Architecture, structure, HVAC, plumbing, electrical systems, fire protection and other services must eventually coexist within the same physical environment.

When information between these disciplines is not properly coordinated, problems can emerge during construction.

A duct may conflict with a structural element.

A pipe may occupy the same space required by a cable tray.

A ceiling may not have enough space for all the required services.

A design revision may not reach every team at the right time.

These problems can result in rework, changes, delays, additional coordination meetings, material changes, and other project disruptions.

BIM does not eliminate these risks automatically. However, it can provide a structured environment in which potential conflicts and coordination issues can be identified earlier.

Recent research reviewing BIM investment value has identified areas such as reduction of changes and rework, improved productivity, fewer requests for information, schedule efficiency, and improved coordination among the factors commonly studied when evaluating BIM's financial value.

A 2025 systematic review of 4D BIM research similarly identified visualization, communication and coordination, scheduling, and construction progress monitoring among the most frequently reported benefit areas.

A key point is that BIM is not simply about producing a model. Its value can come from how project teams use coordinated information to support decisions throughout the project.

BIM is not a guarantee of cost savings

This is an important point.

It would be misleading to present BIM as a technology that automatically makes every project cheaper.

The financial value of BIM depends on many factors, including project size, complexity, implementation quality, team capability, scope, and the stage at which BIM is introduced.

Researchers have also pointed out that there is currently no standardized method for calculating BIM ROI across projects. Different studies measure different benefits, making direct comparisons difficult.

That means the business case for BIM should be built around the specific project.

For example, a highly complex hospital, airport, commercial development, or mixed-use project with extensive MEP coordination may have very different BIM requirements from a small, relatively simple building.

The question is therefore not whether BIM has a universal return.

The better question is whether BIM provides sufficient value for the risks, complexity, and coordination requirements of a particular project.

Start with the project, not the technology

BIM adoption does not necessarily have to mean transforming every process overnight.

A practical approach can begin with the areas where better digital coordination is most valuable.

For example, a project team might initially focus on:

3D coordination

Bring architectural, structural and MEP information together to identify potential spatial conflicts.

Clash detection

Identify coordination issues before they become physical problems on site.

Model-based quantity information

Use structured model information to support quantity-related workflows where appropriate.

4D planning

Connect model information with construction sequencing and scheduling.

Digital information management

Create a more structured way of organizing and sharing project information.

From there, BIM workflows can be expanded as the team gains experience and the project requires additional capabilities.

This staged approach can make BIM adoption easier to manage because the investment is connected to specific project requirements rather than technology for its own sake.

The value of BIM goes beyond clash detection

Clash detection is often the first thing people associate with BIM.

It is certainly important, particularly on complex MEP projects, but it is only one part of the picture.

BIM can also support communication between stakeholders, visualization of design intent, construction planning, information management, quantity-related workflows, and eventually the management of information throughout the asset lifecycle.

A recent systematic review of 4D BIM literature identified benefits across visualization and communication, scheduling and planning, progress monitoring, and other areas of project delivery.

This broader view changes the conversation.

Instead of seeing BIM as an additional modelling expense, project teams can evaluate it as part of a wider project information and coordination strategy.

How can companies make BIM adoption more practical?

For organizations concerned about budget, the solution may not be to avoid BIM entirely.

Instead, start by defining where it can create meaningful project value.

1. Assess project complexity

Consider the number of disciplines involved, the level of MEP services, design complexity, project duration, and coordination requirements.

2. Identify the highest-risk areas

Determine where design conflicts, revisions, coordination problems, or information gaps could have the biggest impact.

3. Choose the appropriate BIM scope

Not every project needs the same BIM workflow.

The required level of modelling, coordination, data and project information should be aligned with the project's actual requirements.

4. Build capability gradually

Companies can combine internal teams with external BIM specialists where appropriate rather than attempting to build every capability internally from day one.

5. Measure project outcomes

Instead of simply tracking the cost of BIM, track the outcomes it is intended to improve.

For example:

• Number of clashes identified before construction

• Design changes detected during coordination

• Rework avoided

• Coordination issues resolved

• RFIs related to coordination

• Time spent resolving design conflicts

• Schedule impacts associated with design changes

This creates a more meaningful basis for evaluating the investment.

The bigger question for project leaders

BIM adoption should not be treated as a simple decision between “use BIM” and “don't use BIM.”

The better approach is to understand where digital coordination and structured project information can provide measurable value.

The construction industry is becoming increasingly digital, but successful adoption is not simply about buying technology. It requires people, processes, standards, communication, and a clear understanding of what the project actually needs.

For some projects, a limited BIM scope may be appropriate.

For others, especially complex projects involving multiple disciplines and significant coordination requirements, a more comprehensive BIM strategy may provide greater value.

The important thing is to make the decision based on project needs rather than assumptions about cost alone.

From Cost Concern to Project Value

The hesitation around BIM is understandable.

Every project has budget limitations, and every technology investment should have a clear purpose.

But BIM should be evaluated in the context of the entire project lifecycle, not only by the cost of producing a model.

When better coordination can help teams identify issues earlier, communicate more effectively, organize project information, and support better-informed decisions, the discussion becomes broader than the price of BIM implementation.

The question is no longer simply, “Can we afford BIM?”

It becomes:

“Can we afford to manage complex projects without better coordination and information?”

For project owners, consultants, contractors and engineering teams, that is a question worth asking before construction begins.

Looking to adopt BIM?

TXG supports project teams with BIM and digital engineering solutions designed to improve coordination, information management, and project delivery.

Talk to TXG about your next project and explore the BIM approach that fits your project requirements.