© 2012 Autodesk Lance Kirby, Autodesk, Inc. Customer success manager, business consultant – AEC Team lead

© 2012 Autodesk 4DX practices have been tested and refined by thousands of teams over many years. When a BIM Project Team follows these disciplines, they will achieve outstanding results— regardless of the deliverables required. 4DX represents a new way of thinking and working that is essential to thriving in today’s AEC marketplace. How we doing on our BIM projects? how well are we performing?

© 2012 Autodesk Critically focus on process to become a highly functional BIM team. Act on the lead measures that impact goal achievement for your BIM project. Create compelling, motivating metrics to focus, motivate, and inspire team members. Establish specific responsibilities for the team to foster accountability toward the BIM deliverables.

© 2012 Autodesk Lance Kirby, Autodesk, Inc. Customer Success Manager Business Consultant – AEC Team Lead  Architect with Rosser International and Perkins+Will  Projects in justice, commercial, education, sports, aviation and healthcare  Joined Revit Technologies in 2000, Autodesk in Helped develop Revit  Trained and mentored thousands of architects and engineers in the use of BIM.  Worked with firms such as AECOM, ADD Inc., Balfour Beatty, Ballinger, Cannon Design, CDM Smith, Dar, DLR, Ellerbe Becket, exp, Friedmutter, Gensler, Gilbane, GSA, HOK, HKS, Jacobs, Kling Stubbins, MWH, NBBJ, Perkins+Will, RTKL, Skanska, SNC-Lavalin, SOM, URS, USACE, VA, and the Zeidler Partnership.  B. Arch from Mississippi State U. & the Technical U. of Budapest.

© 2012 Autodesk Intro Define: THE 4 PRINCIPLES OF EXECUTION Background Focus on the wig’s Act on lead measures Keeping a compelling scorecard Create a cadence of accountability Construct: Applying these principles Stages of change Installing the disciplines Adopt: team simulation outro Implementing BIM requires a unique combination of skills that are not easily found; the integration of AEC process, technology and policy, expertise in a single context

© 2012 Autodesk What’s the most important goal for our team using BIM? TO improve the qualities of our deliverables? What about producing them quicker?

© 2012 Autodesk BIM teams are still teams Learning tools versus processes Respelled ‘cad’, ‘B-I-M” Have the lag, but not the lead? What’s the point anyway? Is it Our Tools? Is it Our processes? Our people???

© 2012 Autodesk Define team creates the scope, goals, and performance targets for the project Determine current state, and influencers that support/challenge the objectives Construct Evaluate inputs and outputs to identify needed processes Develop potential solutions Adopt Pilot the solutions Audit the Pilots, Make improvements

© 2012 Autodesk

One: Focusing on the Wildly Important Two: Acting on Lead Measurement Three: Keeping a compelling Scoreboard Four: Creating a Cadence of Accountability

© 2012 Autodesk Focus on the wildly important 2-3 goals achieved with excellence Going after more is less effective If every other area of our operation was static, what is the one area where change would have the greatest impact? Rule 1: no team focuses on more than two WIG's at a time, Rule 2: the battles you choose must win the war Rule 3: senior leaders can veto, but not dictate Rule 4: all WIG's must have a finish line in the form of X to Y by when

© 2012 Autodesk Act on lead measures Focus on the lead measures early and often Lead measures are predictive and influenceable Select activities that make the most impact To be on time, we must meet each deadline phase To be on budget, we must perform

© 2012 Autodesk Keep a Compelling Scoreboard Is it simple? Is it visible? Does it show lead and lag measures? can winning or losing be determined at a glance? How do we know if we are achieving our goals? IF there was some way to know,…like a chart or diagram.

© 2012 Autodesk Create a cadence of accountability WIG Session: holding each team member accountable for advancing the lead measures based on 2 rules: time should be consistent should be the sole focus I’ve agreed to support the goal, Regardless of the whirlwind!

© 2012 Autodesk What does a WIG Session look like? Agendas should include: Account: Report on commitments Review the scoreboard Plan: Clear the path and make new commitments According to the Scoreboard: probability of success is 97%!

© 2012 Autodesk Stage 1: Getting clear-commit to a new level of performance Stage 2: Launch-intense focus is needed at the start to ensure momentum forward Stage 3: Adoption-as momentum picks up, enthusiasm increases Stage 4: Optimization-Looking for ways to continually improve Stage 5: Habits

© 2012 Autodesk Be a model of focus on the WIGs Identify high-leverage lead measures Create a players' scoreboard Schedule WIG sessions at least weekly and hold to them Team Meeting time We’ll review commitments to moving the W.I.G.’S

© 2012 Autodesk needed at the start to ensure momentum forward Recognize that the launch phase requires focus and energy from the leader Trust the process Identify your models, potentials, and resisters (Identify easy wins) How can I lead effectively?

© 2012 Autodesk Focus first on adherence to the process, then results Make commitments to hold each other accountable Track results weekly on a scoreboard Makes adjustments as needed Invest in potentials through additional training and mentoring Answer straightforwardly resisters, clearing a path At the Weekly WIG session… Are we on track this week? We’ll see…

© 2012 Autodesk Encourage and recognize improvement to lead measures Recognize excellent follow through and celebrate successes Encourage team members to clear each others paths Recognize potentials becoming models Great job, team. Let me know if you need my help. Thanks, I will. Off to the project meeting.

© 2012 Autodesk Celebrate the accomplishments of the WIG Formalize 4DX by moving on new WIG Reinforce 4DX creates superior performance by acting on lead measures Move the Middle Models-engaged top performers Resisters-disengaged poor performers Potentials-ready to become top performers Leadership clarity, launching, adopting, optimizing, habits

© 2012 Autodesk One: what is your enterprise’s/team’s goal(s) for using BIM? Two: What do you change in your processes that change your projects’ outcomes? Three: what metrics do you use to determine when your teams are under- or over-performing? Four: What motivates your teams to achieve in the BIM environment?

© 2012 Autodesk

One: what one Wildly Important goal can my team support? Two: What is the highest-value practice the team can follow to get results? Three: what is the easiest way for the team to see their progress? Four: how can the team best support this system?

© 2012 Autodesk consider the possibilities Rank by impact Test top ideas Define the WIG So many things to do; what has the most potential?

© 2012 Autodesk Getting input - team, leaders, or alone Top down or bottom up - both is ideal Which one area of our teams performance would we want to improve most? What are our greatest strengths? What are our weaknesses? How are we going to meet the deliverables on time, if we don’t get them trained? Do we have time to train?We should probably create an education plan understand our needs Agreed…

© 2012 Autodesk Quality goal - efficiency gained, cycle times, productivity improvements, customer satisfaction Financial - cost savings Strategic - advantages gained, opportunities captured, threats reduced Are your revit models shared daily or weekly with the engineers? The BEP* we built says weekly * Read the plan!

© 2012 Autodesk Aligned? Measurable? Owned? Leader or team game? Do I have your buy-in to input O&M data in the models? O&M?

© 2012 Autodesk Begin with a verb define lag measure in terms of X to Y by When K.I.S.S. Focus on what, not how The deliverable is the WIG and the lag indicator Could we improve the Q&A time by 20% by the end of DD's?

© 2012 Autodesk step one: consider the possibilities step two: ranked by impact step three: test top ideas step four: define the lead measures

© 2012 Autodesk identify new and better actions leverage pockets of excellence fix inconsistencies Wanna brain- storm the plan? Why? Well… Okay. I’ll get the team together. Have some new ideas?

© 2012 Autodesk remember to focus on very few measures Use tools to determine team’s lead measurements by ranking/scoring Example of a C&E Matrix: Key Customer RequirementsOn TimeOn BudgetQuality DeliverablesOutputs Importance8106 Process StepsCorrelation of Input to OutputTotal Use a Project Execution Plan Train users in processes, not just tools Validate consultants BIM maturity Educate the owner in our approach to BIM199152

© 2012 Autodesk is it predictable? Is it influenceable? is an ongoing process? Is it a leaders game or a team game? Can it be measured? Is it worth measuring? That’s the boss’s Idea… Can we support it and use it? ?????

© 2012 Autodesk are we tracking team or individual performance? Are we tracking the lead measures daily or weekly? what is the quantitative standard? what is the qualitative standards? does it start with a verb? Is it simple? Scott contemplates what lead measures are needed for the project

© 2012 Autodesk step one: choose a theme Step two: design scoreboard Step three: build the scoreboard step four: keep it updated The scoreboard’s been updated. Do you think we’re succeeding? I do indeed!

© 2012 Autodesk Use a chart type to show progress Common types: Bar Speedometer Andon Trend Lines Pie Radar

© 2012 Autodesk Is it simple? Can the team see it easily? Does it contain both lead and lag measures? Can we tell at a glance if we are winning? Have you had a chance to see the updates? We’re ahead! that’s Great news!

© 2012 Autodesk Create a simple, easy to understand, and accessible chart to show team progress

© 2012 Autodesk Who's responsible for the scoreboard? What is to be posted? How often will be updated ? it's simple, it's visible, it’s complete. I will add my new numbers to the map. Rfi’s down to three a week!

© 2012 Autodesk Holding weekly WIG sessions. make high-impact commitments taking ownership of commitments things challenging commitments how should you respond broken commitments? Keys to successful WIG sessions must keep my commitment

© 2012 Autodesk One: Account, report on last week's commitments. TWO: Review the scoreboard, learn from success and failures. Three: Plan, clear the path and make new commitments

© 2012 Autodesk make high-impact commitments for the coming week: one or two most important ‘I’ this week performance on the scoreboard

© 2012 Autodesk Specific aligned to the moving the scoreboard timely My plan was to remove 20 clashes today Any luck? Better: 32!

© 2012 Autodesk competing whirlwind responsibilities holding wig sessions with no specific outcomes repeating the same commitment more than two consecutive weeks excepting unfulfilled commitments

© 2012 Autodesk hold wig sessions as scheduled keep the sessions brief set the standards as a leader post a scoreboard celebrate successes share learning refused live the whirlwind enter clear the path for each other execute in spite of the whirlwind

© 2012 Autodesk One: what is that one Wildly Important goal your team will support? Two: How will the high-value practice get the team results? Three: how well does the team see their progress? Four: how well can the team best support this system?

© 2012 Autodesk

Place where the team can simulate real-world challenges What Challenges will the BIM project have? New types of deliverables Complex collaborative relationships Intense, unrealistic schedules

© 2012 Autodesk Our Challenge: Use BIM to improve the quality of our contract documents, while keeping to our schedule and meeting our budgetary requirements

© 2012 Autodesk “Reduce RFI’s by 10% of the average for a project this size by the end of the project” Is it S.M.A.R.T.? Did it come from the team or the leader? May not be the best goal for everyone, but if the team can support it; people will commit to it

© 2012 Autodesk Two lead measures: Coordinate design clashes with team once a week Review mapped project hours against scheduled time once a week Focus on these early and often predictive and influenceable? These activities make the most impact?

© 2012 Autodesk Let’s track the progress of the team DateCoordination MeetingsPlan Project Hours Reviewed Plan 7 December December December January January January January February February February February

© 2012 Autodesk Once a week in our Team coordination Meetings (WIG sessions) the performance is reviewed Review success/Failures with each stakeholder Discuss what has kept/will keep us from achieving? Enable each team member to keep commitments Plan tasks for period before next meeting Perform!

© 2012 Autodesk Using the Four Disciplines: Critically focus on process to become a highly functional BIM team. Act on the lead measures that impact goal achievement for your BIM project. Create compelling, motivating metrics to focus, motivate, and inspire team members. Establish specific responsibilities for the team to foster accountability toward the BIM deliverables.

© 2012 Autodesk

George, M. (2005). Lean Six Sigma Pocket toolbox. New York. McCraw-Hill Patterson, K. (2002). Crucial Conversations: tools for Talking when Stakes are High. New York. McCraw-Hill. McChesney, C. (2012). The 4 disciplines of execution. New York. Free Press Green, R. (2007). Expert CAD Management. Indianapolis. Sybex. Collins. J. (2001). Good to great. New York. Collins. Lee, S. the uncanny X-men # New York. Marvel Comics.

© 2012 Autodesk Lance Kirby Autodesk Consulting Twitter: wlancekirby

© 2012 Autodesk Autodesk, AutoCAD* [*if/when mentioned in the pertinent material, followed by an alphabetical list of all other trademarks mentioned in the material] are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand names, product names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product and services offerings, and specifications and pricing at any time without notice, and is not responsible for typographical or graphical errors that may appear in this document. © 2012 Autodesk, Inc. All rights reserved.