Phone: (IN) +91 80035 33335 (USA) +1 720 800 8859 Email: info@bimpactdesigns.com
Phone: (IN) +91 80035 33335 Email: info@bimpactdesigns.comAssociate company of Dhanuka Group Venture – Since 2002
Phone: (IN) +91 80035 33335 (USA) +1 720 800 8859 Email: info@bimpactdesigns.com
Too frequently, while making the move to digital, the focus is entirely on the technical issues. BIM Implementation, in this scenario, would simply include upgrading IT, purchasing licenses, and training personnel. This is the most common strategic blunder we’ve come across. To prevent this, we frequently refer to the three distinct sectors of BIM Implementation: procedures, governance, and technologies.
This worldwide approach is required for a successful, profitable, and long-term BIM adoption. To demonstrate, we’ll discuss five organizational and human obstacles, as well as solutions, that we frequently meet in our work with businesses of all sizes.
Any transition’s ultimate goal must always be to enhance ways of doing things. In order to generate a realistic, critical, and objective view of the organization, introspective work (interviews, process mapping, etc.) is required. With this strong basis in place, identifying and prioritizing relevant innovations becomes much easier. Furthermore, those that participate in this self-assessment process will recognize the need to adapt and participate actively in the change rather than simply being affected by it.
Everyone has a stake in a smooth transition! Begin by defining each stakeholder’s roles and responsibilities. Prioritize those who are key change agents, such as the transition’s “godfather” with decision-making authority, the BIM manager, and any other deployment team member (technical experts, current standards managers, etc.). Consider integrating everyone according to their levels of involvement, including the most averse, whether through information sessions, informal chats, or other approaches.
To expand on the previous point, BIM expertise should never be dependent on a single person. To avoid developing the Hero Syndrome, empower all of your team members to gain incremental autonomy. It is critical to plan the tools and channels of knowledge dissemination early in the process. This helps to build redundancy in internal knowledge. Make sure you have the internal talents you’ll need to design the finest strategies and procedures. Keep in mind that being the best in the group cannot ensure a high level of overall expertise. Regardless of the format, management must clearly embrace the protocols, rules, procedures, and recommendations. Furthermore, this is to encourage widespread adoption.
A transition, by definition, does not occur overnight. Without overburdening or generating dead periods, plan wisely and adequately to structure and prioritize the necessary actions. To sustain everyone’s enthusiasm and support during this transition, good planning enables the realization of regular and repeating successes. Change management tells us, among other things, that success needs recognition, celebration, and trust. This is a great method to start a changing culture and build a continuous improvement dynamic. Moreover, both of these are necessary for firms to be agile in the face of today’s rapid technological innovation. The same goes for BIM implementation.
Limiting oneself to technological issues alone is far from adequate to create a successful digital shift, given this non-exhaustive list of hurdles. Technological breakthroughs are the possibilities to (find, analyze, and) grasp, but the human remains important and primal in achieving them fully and in the long run.
We hope that by emphasizing organizational and human issues, these ideas will better equip you to implement BIM in your organization! Along with these ideas, you may need BIM Capabilities, for which feel free to email us at info@bimpactdesigns.com.