Influencing Company-Wide BIM Adoption BIM for All: Influencing Company-Wide BIM Adoption Kaushal Diwan and Nathan Wood DPR Construction

Introductions & Expectations KAUSHAL DIWAN NATHAN WOOD Introductions & Expectations NATHAN & KAUSHAL will both introduce themselves then roll right into the expectations Show you some slides.. Then we will talk Take back to your office and be able to develop a plan to implement BIM at your company

Who’s In The Room? Audience Poll NATHAN will poll the group KAUSHAL will input the responses on the computer This is a poll for the group The idea here is to purely understand who your audience it To input data in this slide, you must have “presenter mode” selected in PPTX With the slide in presentation view, on the other screen simply right click on the pie chart and click “edit data” As people in the room speak up about which group they represent, plug in the number in the spreadsheet and it will give a live pie chart of who is in the room. Audience Poll

That’s the BIM guy’s job not mine… NATHAN will start the opening conversation This slides starts the opening conversation. The one phrase that almost every BIM Manager/Engineer has heard at some point in his/her career

WHY WHAT HOW What is your “WHY”? Vision . Tactics . Strategy . KAUSHAL will discuss the book by Simon Sinek and the philosophy of how everyone first goes for the “what” without first looking at the “why” The “why” represents the vision and the what you are ultimately trying to achieve This is truly your tangible image of “success” The “How” represents the tactics you will use to get there This is basically how you will influence people to see your point of view The “What” represents the strategy you will implement This is basically the steps you will take for implementation Reference: Simon Sinek Book, “Start With Why – How Great Leaders Inspire Everyone to Take Action” What is your “WHY”?

What is your “why”? Think Vision . KAUSHAL will present this slide on telling the group that throughout this discussion, we want them to really think about “what is their why” on implementing BIM throughout their company.

CURRENT, FUTURE, AND BRIDGING STATE OF BIM ADOPTION [THE WHY] Current State (Handwritten Letter) Bridging State (Fax Machine) Future State (Electronic Mail) NATHAN will discuss the Hewlett Packard concept of the “current”, “future” and “bridging” states “CURRENT STATE” – Here the example given is that for a long time the primary means of communication was a hand written email “FUTURE STATE” – Email was then introduced in the market for those who wanted instant gratification of not waiting for a written response to a letter However, there was a small group who still was not comfortable with this technology “BRIDGING STATE” – Then came the fax machine. The fax machine bridge the hand-written mail and electronic mail users by giving both a little of what they need The hand-written users had a chance to still communicate electronically with other while still having the ability to author their document by a pen The electronic users still received a document/response through electronic means

WHERE ARE WE IN THE INDUSTRY TODAY WITH VIRTUAL DESIGN AND CONSTRUCTION? NATHAN will poll the group on where they think the industry is today with virtual building and construction KAUSHAL will plug the numbers in the computer Audience Poll

What are the barriers to reaching the future state? NATHAN will discuss this slide and lead the group into the next discussion Should you teach BIM the same way to every role?

WHAT YOU CAN AND CANNOT CONTROL [THE WHY] CAN CONTROL CANNOT CONTROL People practices Owner’s desires KAUSHAL will lead the discussion on this slide and lead the group to start thinking about what they think fall under the headings NATHAN will plug the responses in the slide Give the first example of “people practice” as something you can control You can control how you want to train your people and how to deliver that information Give the first example of “owner’s desires” as a factor you cannot control You can never control what an owner wants and when they want it Ultimately, they are our customer and we need to tailor our business practices to meet their needs GOAL/OUTCOME FROM THE EXERCISE: Once they determine their organization stands, they should determine what factors within their own organization are controllable and uncontrollable For the uncontrollable items, suggest they throw that out of the equation Finally, take those results and determine the “future state” for each role in your organization using the factors that you can control SUGGESTION/TAKE-AWAY FOR THE GROUP: Look at your company’s processes today versus what you see five years from now and answer these questions: What are the current state processes that you see going away? What are the future state processes you see replacing them? What are the bridging state processes that can help you get to the bridging state? How can you do all this within the factors that you can control?

SOCIOLOGICAL SOLUTIONS WITH COMPANY-WIDE BIM ADOPTION [THE HOW] WHO ARE YOU TRYING TO INFLUENCE? [list roles you are trying to influence]

Should the people you are trying to influence know BIM to the same level you do? What push back have you received? NATHAN will discuss this slide and lead the group into the next discussion Should you teach BIM the same way to every role?

SOCIOLOGICAL SOLUTIONS WITH COMPANY-WIDE BIM ADOPTION [THE HOW] 2D PROCESS 3D PROCESS NATHAN will lead the discussion on this slide and lead the group to start thinking about what they think fall under the headings KAUSHAL will plug the responses in the slide Change is a challenge. You need to show that people are already doing a 2D Give the first example of “people practice” as something you can control You can control how you want to train your people and how to deliver that information Give the first example of “owner’s desires” as a factor you cannot control You can never control what an owner wants and when they want it Ultimately, they are our customers and we need to tailor our business practices to meet their needs GOAL/OUTCOME FROM THE EXERCISE: Once they determine their organization stands, they should determine what factors within their own organization are controllable and uncontrollable For the uncontrollable items, suggest they throw that out of the equation Finally, take those results and determine the “future state” for each role in your organization using the factors that you can control SUGGESTION/TAKE-AWAY FOR THE GROUP: Look at your company’s processes today versus what you see five years from now and answer these questions: What are the current state processes that you see going away? What are the future state processes you see replacing them? What are the bridging state processes that can help you get to the bridging state? How can you do all this within the factors that you can control?

How do you monitor progress? How do you move the needle from current to future? KAUSHAL will discuss this slide and lead the group into the next discussion How do you start to track your progress?

IDENTIFYING SKILLS TO TRACK [THE WHAT] WHAT SKILLS SHOULD EVERYONE KNOW? [list skills]

PRIORITIZING SKILLS [THE WHAT] MUST HAVE SHOULD HAVE NICE TO HAVE Navigate 3D models KAUSHAL will lead the discussion on this slide and lead the group to start thinking about what they think fall under the headings NATHAN will plug the responses in the slide GOAL/OUTCOME FROM THE EXERCISE: Taking the group through this exercise should bring them to the realization that they need to determine where their organization currently stands (current state, future state, bridging state) when it comes to virtual design & construction

EXAMPLE OF HOW TO TRACK SKILLS

TAKEAWAYS FROM TODAY? Determine vision [THE WHY] “State” of your company & controllable processes Roles to influence & tactics [THE HOW] 2D workflows replaced by 3D workflows List of skills [THE WHAT] Metrics

Titles limit the team’s potential PB / AH. Nathan Wood LEEP AP nathanw@dpr.com office: 650.474.1450 mobile: 650.454.5334 fax: 650.284.2286 1450 Veterans Boulevard Redwood City, CA 94063 Kaushal Diwan LEEP AP kaushald@dpr.com office: 916.568.3434 mobile: 916.945.6901 fax: 916.568.3442 2480 Natomas Park Drive Suite 100 Sacramento, CA 95833 1.4 Describe how the preconstruction team will transition to the construction team Roll into this slide from last one and keep storytelling rolling to tell how we successfully have done this on all of the previous projects – created our own integrated team. How we integrate from day one from project start to completion. No silos. Image of business cards with Tucson address conveying message we don’t limit our potential with titles, we utilize the right people for the right project. Titles limit the team’s potential PB / AH. There is no visible transition – constant moving forward “on the fly” transition. No gaps or loss of knowledge. Show Vico … as part of the solution paired with Team time trial – shifts changing turns at the front. Geese in a V. Roles versus titles. Everyone knows there role but are empowered to make adjustments based on circumstances. www.linkedin.com/in/kaushald www.linkedin.com/in/nathandpr