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

2. 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

3. 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

4. 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

5. 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”?

6. 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.

7. 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
“FUTURE STATE” – 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

8. 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

9. 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?

10. 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?

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

12. 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?

13. 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?

14. 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?

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

16. 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

17. EXAMPLE OF HOW TO TRACK SKILLS

18. 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

19. Titles limit the team’s potential PB / AH.
Nathan Wood
LEEP AP
office:
mobile:
fax:
1450 Veterans Boulevard
Redwood City, CA 94063
Kaushal Diwan
LEEP AP
office:
mobile:
fax:
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.