People management has been recognized as key to implementing building information modeling (BIM). This study aimed to identify the critical factors hindering and driving BIM implementation in terms of people management, present the theoretical rationale behind these factors using a proposed organizational change framework, and provide strategies to enhance BIM implementation. Twenty-four hindrances to and 13 drivers for BIM implementation in people management were identified from the literature review. The results from a questionnaire survey of 84 experts in Singapore and postsurvey interviews revealed that 22 hindrances and 12 drivers were deemed critical and could be interpreted by 13 organizational change attributes in terms of interenterprise structure, corporate culture, and individuals and roles in a building project context. People management strategies are proposed to address the critical hindrances grouped into fragmentation and inertia, unestablished contractual foundation, poor knowledge and resistance to change, and unfavorable risk attitudes, which will help practitioners identify specific adjustments to their implementation activities.