Intensity beats extensity every time.
This idea should be applied broadly, but here is a specific example: who sets up your Revit projects?
In the beginning of a firm's Revit adoption, it might be the case that a lot of people are simultaneously trying to grapple with learning Revit. It also might be the case that a lot of people in the office set up their own CAD projects. This might make you assume that a lot of people should learn how to set up Revit projects.
This is wrong.
In the beginning, you should designate an explicit group of people as the "Only These People Can Set Up Revit Projects" people, and that group should be as small as possible, probably 2. One moment, I'm going to write that again with a larger font.
The number of people setting up Revit projects should be as small as possible, ideally two.
The only reason I don't recommend that number be one is if that person leaves the company or gets hit by a bus, you'll be in a jam. So if the rate of new project setups is no more frequent than one per week, only two people should be setting up Revit projects.
(Another good reason for there to be 2 people doing setups is to have an intellectual checks and balances, to make sure someone doesn't get a crazy idea and get too far with it.)
With only 2 people setting up Revit projects, they get good and fast at setups much faster than if they only set up a Revit project every six months.
With only 2 people setting up Revit projects, you don't have people making the same rookie mistakes on project setups over and over again that go on to plague the entire life of the project.
At the beginning, intensively concentrate your project setup skills and experience in as few people as possible. These people will learn all the mistakes, and learn how to do it fast.
Then, after many projects are under their belt, make them write down their process in detail. Now, anyone else in the company capable of following instructions and clicking buttons can set up a project properly.