In the first part of this two part blog, I talked about taking a managed approach to enterprise BIM implementation via a change management programme where 5 main factors could be considered. In this second part, I talk about the last three considerations.
#3 - Goal Setting
Before deciding on business goals and what you are trying to achieve, there are a number of considerations and thought processes to exercise. Orientating yourself and your many disparate teams to who you are as a business, what you do and why you do it, can re-affirm your purpose and gain alignment with the team. It’s often worthwhile to set a problem statement to clarify the purpose of the goals that you want to put in place. Orientation questions you may ask yourself and the team could be:
- What are the external forces affecting your business?
- How did you get to where you are?
- What data is essential to your initiative?
- What internal forces affect your initiative the most?
- What does success look like to each member of the team?
- Who has a stake in what we are doing?
Once you and major stakeholders within your company are aligned on the current landscape, you will need to examine what you are actually trying to achieve. This may be to win more work, improve brand in the market, increase profit and turnover, or retain and attract talent?
All stakeholders, departments and disciplines need to be included when setting goals to ensure:
You can only start to develop a strategy and a plan of action once all stakeholders agree on the core business goals and have clarity, engagement and alignment.
#4 - Strategy Development & Planning
Once core business goals are agreed there will be many questions that will need to be answered to enable the business to act on those goals and fundamentally achieve them. A sample of these questions may be:
The agreed goals need to be realised by an agreed set of objectives or scope packages. Each objective then needs a set of actions, activities or tasks to be completed (with identified deliverables). A successful BIM change management programme must be fully planned considering all project management considerations.
#5 - Execution & Measurement
Executing the plan consists of the processes used to complete the work defined in the project plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan (PMP).
Key considerations & focus areas:
- Execution of the strategy to achieve the goals
- Capture successes (benefits realization)
- Communicate successes (both internally and to the market place)
- Program Management (planned versus actual & EvA)
Measurement of performance via consistent KPIs gives visibility of whether the new BIM methodologies are meeting the target ROI identified in the Strategy Development and Planning phase. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.
It is important that successes are communicated to executive sponsors, staff driving the new process and external parties. It is also a useful tactic to centrally communicate the results from different teams in the form of league tables to promote competition.
Although the previous five considerations on their own may not guarantee a fully successful enterprise-wide BIM implementation, taking a managed approach via a change management programme, risk is minimized, cost is predicted, time shortened and adoption maximized.
Autodesk Consulting and the CSM team work with leadership in many global companies to define and align their strategic vision to create actionable change management plans for implementing transformational business processes.
References: Visual Strategy – Tom Wujec http://www.wujec.com