Thursday, 31 October 2019

Overcoming Implementation Failure through Change Management


 Implementation changes in software, workflow, and process can be very challenging. One of the biggest hurdles is overcoming the resistance to change.

Resistance to change is perfectly natural, we typically do not like to change the processes we are comfortable with, even if we know they can be improved and, in some cases, actually detrimental to our success.

As human beings, we are typically reluctant to step out of our comfort zones. However, it is only when we do step out of our comfort zone that we have the opportunity to grow and develop.

As a result, managing the process of change is as important as strategically planning the actual change.

Here are my tips on change management.

Change Management
Managing change is the only way to successfully implement change.
Change Management requires an understanding of the process involved with change, the expectations, solutions, impacts, and consequences.

Change Initiative
  • Identify an opportunity
  • Define the scope and objectives
  • Design the solution
  • Develop the process
  • Implement the solution

Change is often a complex and difficult process that requires the knowledge and understanding of how to successfully implement change to the staff. By diagnosing employee’s resistance to change and developing an outline of a communication strategy that minimizes disruption encourages personal development and maximizes employee retention.

Leading successful change requires new ways of thinking and unique tools and skills. Using the ADKAR method of Awareness, Desire, Knowledge, Ability, and Reinforcement we can manage the change process.
Managing Change. Image courtesy of Prosci Inc.

The ADKAR method outlines each step of the framework for change:
·     Awareness of the need to change Desire to participate and support change Knowledge of how to change Ability to implement changes to day to day operation Reinforcement to maintain change.

The ADKAR model is useful for:
  • Diagnoses of employee resistance to change
  • Assisting employees to transition through the change process
  • Creating a successful action plan does both personal and professional advancement
  • Development of a change management plan for employees

Overcoming Failure
Employees are often resistant to change not because they are opposed to a new method or process but because no one has made a compelling case for the need for change and provided them with a safe environment to undertake change.

Effective communication from the top down is crucial to successful change, staff needs permission and clear direction for change to be successful.

Providing on-demand support and regularly scheduled “check in’s” instill a level of confidence in the staff to continue the implementation process while providing the confidence to overcome any perceived issues.

Friday, 25 October 2019

What is Aeos?


I often get asked... "What is Aeos?"
Aeos is a consulting firm with a focus on improving how the Architecture, Engineering, Construction (AEC) industry delivery projects to their clients (Owners).
Today’s design firms are challenged with meeting the evolving needs of their clients. Constraints such as time and budget are not uncommon and have been the “norm” since…forever..!
Today’s clients/owners and their projects are demanding more, they are demanding efficiency in construction due to social responsibility combined with the ever-increasing pressure to economize construction and operational costs. Essentially we have to design, construct, and operate buildings more efficiently.
Design consultants are pressured to deliver more with less. Increased complexity of scope due to the demand from clients to be completed in less time, with reduced fees and less staff. 
The AEC industry is evolving from a traditional process to one of a holistic approach in delivering our built environment as opposed to a linear architectural approach to design. Architects and the entire design team now have work symbiotically with the entire project team, not only design and construction but also the owner, supplier, trades, etc. Digital 
Project Delivery has revolutionized the traditional process of how we design, construct and operate buildings. This change has been instigated by many factors including the evolving use of technology in the design and construction process, such as Building Information Modeling, sustainability pressures (social responsibility) and economics.
Aeos has arisen as a result of this change in the traditional process of delivering design to one of Digital Project Delivery where workflow incorporating technology plays a crucial role in the day to day production of the delivery of today’s complex projects.
With the rapid development of Building Information Modeling (BIM), and the demand for improved BIM utilization to meet the project demands, design firms are struggling with the implementation and utilization of BIM. This struggle is exacerbated by the rapid development of technology and the increasing complexity of projects and the “forcing” of the use of technology within a traditional process, resulting in in-efficiency, increased risk, and reduced profitability.
The goal of Aeos is to provide guidance and support to the AEC industry in improving how we deliver projects in the age of Digital Project Delivery through managing changes in the workflow required by today's project demands.
Our goal is to help firms successfully deliver projects efficiently, effectively and profitably. We help design firms become profitable, improve competitive marketing advantage, retain key staff and design a production workflow that enables them to improve utilization, reduce risk and meet the needs of the project.
Aeos can provide essential services concentrating on digital project delivery production include;
  •       Digital Practice Consulting
  •        Workflow and Process Analysis  
  •       Project Triage
  •       BIM Implementation
  •       Application Training
  •       And much more.

If your organization is struggling with adapting to a Digital Project Delivery Workflow give Aeos a call to discover how we can help your firm reach it’s potential. 
You can reach Aeos at info@aeosconsulting.ca or find out more on our web site www.aeosconsulting.ca 


As to the name…. Aeos is the mythological horse that drew the Sun Charriot along with three other horses across the sky for the Greek sun God Helios.
The analogy here is Aeos Consulting helping you succeed in helping drive forward your goals, by bringing together a team of experts.

Wednesday, 23 October 2019

Discover the potential of your BIM


BIM (Building Information Model) just does not describe the complex process of today’s process of delivering AEC projects.

BIM is the foundational platform of how we deliver projects and it’s the basis upon which we build layer upon layer of data and information often using multiple applications. However, I feel when we talk about BIM were just talking about the model, we're forgetting about the “I” in BIM, the Information and the potential of BIM beyond design and drawing documentation.

When we talk about BIM the emphasis should be on the information required to execute and manage a project, this is where the “i” in “BIM” is a crucial factor, otherwise, we're just using BIM as a design tool and underutilizing the vast potential of this amazing resource. This is where designers are Building Modeling rather than Building Information Modeling.

I’ve come across design studios that promote themselves as being BIM capable only because they're staff is using a 3D Modeling application to generate a model for the development of construction documentation and visualization, they are under-utilizing the full potential of the model.

Sure, BIM can help you convey the design intent to your clients, however, this is a gross underutilization of this powerful tool.

“Discover the Potential of your BIM”

Utilize the information within your model to provide value-added information to your client. Easily automate processes such as schedules, quantification, design options, building performance elements such as solar studies, lighting analysis, and heating and cooling effects. All of which is simply achieved by utilizing the functionality of the application with no other need for additional software (see ROI on software investment)! This is the “low hanging fruit” of BIM utilization. It’s the After Design Utilization of BIM that we can improve upon.

Simple deliverables of data and information to the client (owner/operator) can provide additional value to the project and your client. Government authorities such as Infrastructure can utilize BIM for city planning, strategic development, asset management and much more (Smart Cities). Direct to fabrication is becoming more common and soon BIM submissions to authorities will be commonplace.

As the industry matures so does the need of our deliverables, our BIM Maturity needs to keep inline with the growing needs and demands of our industry, if we don’t keep up, we fall behind and then it becomes more challenging to catch up.
Its time for a new acronym.

“It’s not BIM, its Digital Project Delivery”

Personally, I’ve been using the term “Digital Project” to describe the whole process of design, performance analysis, cost analysis, visualization, construction sequencing, pre-fabrication, building operation and maintenance and asset management…etc.. Phew! This entails a lot more than just the collaborative design process we refer to as BIM.

The point I’m trying to make is that the AECO industry is growing and evolving rapidly, new technologies, processes, and uses of BIM are becoming apparent every day at every level demanding a higher utilization of Building Information Modeling.

Look at ways you can improve on the utilization of your BIM, and see your business grow!

Monday, 12 August 2019

Digital Innovation and Delivery

UBCO and CanBIM welcomes you to Kelowna,  the heart of the beautiful Okanagan for this opportunity to meet and hear AECO technology leaders and senior management executives who are driving business value through adopting digital innovation strategies that are transforming how we deliver projects.

Digital Innovation and Delivery

Digital innovation is fast becoming the cornerstone to drive business value in many owner-design-construction – Architecture, Engineering, Construction, Owners and Operators (AECOO) organizations. It is changing how the industry documents, fabricates and constructs both public and private sector project and is crucial to not only understanding how these changes impact the AECO. This workshop provides a unique opportunity to learn more about the current state of the industry regarding digital project delivery and the use and impact that technology plays throughout all aspects of the industry.


Conference Agenda
7:30                       Registration opens
8:00 – 8:45            Meet & Greet Breakfast
8:45 – 9:00            Welcome Address – Scott Chatterton, CanBIM Director
9:00 – 10:00          Clint Undseth - Keynote
10:00 – 10:45        Helen Goodland - Coalescing innovation in Canada’s construction industry

10:45 – 11:30         Coffee Break

11:30 – 12:15        Mark Masongsong - New tech, tools, and opportunity: Navigating disruption and innovation in AECOO

12:15 – 1:15 pm     Lunch Break

1:15 – 2:00            Allan Partridge - BeyondDesign & Construction - the Future of Making Buildings
2:00 – 2:45            Andrew Sharman - Improved Outcomes Across the Construction Continuum – An Owners Perspective

2:45 – 3:00            Coffee Break

3:00 – 3:45            Tanya Doran -The culture of innovation: collaboration driving efficiency
3:45 – 4:45            Executive Panel Discussion
4:45 – 5:00            Closing remarks

5:00 – 7:00            Networking Reception

Date:     Saturday, September 21, 2019

Time:     7:30 AM-7:00 PM
Early- Bird Price: $200.00*  until Aug. 31, 2019
Regular Price:      $225.00* 
Student Price:  Free, Limited seating available.  
*No cancellation policy
All prices are subject to applicable taxes.
For registration please visit;



Monday, 5 August 2019

Confident in your BIM Deliverable?



How confident you are in the data and integrity of your Building Information Model (BIM)? And how confident you are in the integrity of the data and model accuracy when sharing your BIM with others on the project including the client?

What's your Model Confidence Level?

Model confidence can vary according to the skills of your project team, specifically your model content developer’s skills and abilities in being able to meet what the project demands. These factors greatly impact the level of model confidence you may have and the Level of Development (LOD) of the BIM as required.

A high level of confidence is required for projects that require a high level of complexity and data management such as hospitals, industrial facilities, high-rise buildings, etcetera. Having a high level of model confidence is critical to any organization wanting to mitigate risk (which is everyone).
Developing model confidence requires four key points.
1
  •        Skill. The ability and knowledge to build the model accurately and confidently. An accurately built model (built in accordance to the required LOD) provides confidence in the model and the data. A poorly constructed model with missing elements, inaccurate assemblies, poor modeling standards, and practice, does not instill confidence in your model. Modeling skills can be addressed by assessing your staff's abilities and addressing weaknesses in skills and knowledge (skill gap analysis).
  •       Standards. Model standards and best practices provide your staff with guidance and direction. Integrating standards into the workflow will guide the project modeling team in how to model accurately and establish a level of consistency across the organization.

  • QAQC Process. Having great modelers and great standards are not enough. To stand behind your product you need to be able to verify that you meet a minimum quality standard. A process of verification through checklists needs to be implemented, also critical is the assurance that the flow of Information meets the intended recipients, a clear workflow can facilitate both requirements. A QAQC process should be integral to the project delivery workflow. Often a project may have its own project specific QAQC requirements which should be taken into consideration.
  • Project Requirements. What the project demands should be figured out early in the project and well documented as part of the Project Execution Plan. Caution should be taken to not over model or under model, both will impact not only the quality of the project but also the profitability of the project.


These four elements are integral to establishing an organization's high level of model confidence. From the junior modeler to the CEO, Model Confidence is the responsibility of all and is key to the success (reputation) of any organization.


Monday, 29 July 2019

Model Integrity Checklist

I wrote a post a couple years ago on Model Integrity and developed a checklist for checking your BIM. Model integrity is becoming more crucial as projects are becoming more complex and model data integrity is a crucial aspect of deliverable quality.

BIM Integrity is a topic I will be writing more on soon, so keep posted! 

I have recently revised this list so I'm re-posting this topic.
 This checklist is part of a protocol to maintain model integrity.

This is a simple checklist where the auditor can verify model content and process making sure that the Building Model is constructed in accordance with your standards and project requirements. 

Verifying Model Integrity periodically throughout the project reduces the risk of incorrect modeling causing misinformation and/or additional unnecessary work.

Validation of the model provides a guide to address any potential model issues, the intention being that the recipients of the model know the file is fit for use and will not require additional work to fit within the project framework. 

This checklist allows for issues to be tracked and resolved in a timely manner as they arise.
An Audit should be carried out periodically throughout a project to verify model content integrity by the Project Model Manager as well as by the BIM Manager.

A copy of this audit is to be kept on file as well as sent to the BIM Manager upon completion.
It's a basic two-page checklist. 
Here's a sample of some of the items:
  • Is the Project Information Data completed
  • Has True North and Project North been established and used correctly
  • Is the Standard Project Browser being used properly
  • Complete spell check (you will be surprised)
  • Is all text in upper case
  • Delete unnecessary Reference Planes and 3D views
  • Purge the "coordination" model
  • Revisions, Site Instructions, C/O’s been completed according to the Standards
  • Are Annotation styles consistent with  Standards
  • Are Dimension styles consistent with Standards
  • Are Drafting Lines being used where the Linework Tool would be better (and Visa Versa)
  • Are Line styles consistent with Standards
  • Is the Level of Detail in the model appropriate for the scope of work
  • Are objects on the Correct Workset
  • Is content all approved by Model Manager
Some of these are pretty basic and common sense but it's always good to be able to check it off and know that it's been done. I'm sure there is much more, please feel free to send me your comments and I'll post them to this blog for everyone to view.
Integrity in Modeling is key to quality, risk mitigation, and general good practice!

Sc

Monday, 22 July 2019

What’s your Workflow?



Recently I’ve been working on updating my production workflow documentation, this is the documentation of the workflow required to deliver architectural projects, specifically Building Information Model (BIM) projects. A workflow is a roadmap that anyone can follow at any point on the path to project delivery, providing information through a graphical workflow diagram, associated documents, and resources for each phase of project delivery. It is a very clear, precise document that provides staff with a clear understanding of what they need to do. By providing clarity, direction, and purpose the results are improved job satisfaction, increased production (utilization) and greatly improved risk mitigation due to improved quality and clarity of tasks.

An effective workflow is extremely valuable. However, it is only valuable if it is being utilized, communicated, enforced and kept current to meet the rapidly evolving demands of your clients and the industry.

A workflow is an essential tool for any design process, however, I rarely see clear production workflows being used within the AEC industry. This may be because the main focus is on the Architecture of the building and communicating the design intent to the client rather than the production of the Architecture. As a production focused person I’m more interested in how we deliver the design as part of our contractual obligations, our deliverables are fairly consistent, therefore our process and workflows are also fairly consistent. Sure, each project is a prototype and has its own unique set of circumstances and requirements, but the process of production is common and can be based upon the same workflow framework. This lack of workflow framework is where many design firms lose profit and greatly increase risk.

The Solution: Spend time looking at your workflow, go through each step by step process from procurement to handover. You already have the information as you are already delivering projects, it just requires clarification, documentation, and fine tuning so your workflow can perform better.

A high performing workflow  = A high performing project team

Your workflow should include the tools you need to accomplish a task or deliverable, this would include the forms, checklists, documents, best practices and execution plans that clearly describe the expectations and outcomes (deliverables) at each phase, and, importantly, clarification on the project team roles and responsibilities so your team know the “who, what and when” of a project.   
Successfully implementing a workflow requires a change in culture, it demands effective communication and total buy-in from leadership, otherwise, it is doomed to failure. Implementation of an effective workflow requires a sense of urgency by all for it to be adopted successfully and therefore secure your successful future if it is maintained and enforced effectively.

Changing Culture by Changing Workflow

Make your workflow clear and easy to follow, make the resources current and readily accessible. Experience has proven that if it doesn’t work…change it. Often I find that there are too many processes that do not work and too many redundant resources inhibiting success, typically they’re too complex, ineffective or simply out of date. That doesn’t foster change, it inhibits change.

This process is not simple and takes planning, time, effort and investment, but it’s an investment in the sustainability and continued viability of the organization. Recently I’ve chatted with a number of people struggling with this in our industry and I often hear the comment “we're losing our key performers”, and  our best people are leaving, even if we offer an incentive package to stay”, what remains are those that are complacent and are quite happy to maintain the status quo… a process that is broken.

Change the Workflow, Change the Culture