goalposts?

Who keeps moving your BIM goalposts?

Oundle Group Managing Director Joe Croser considers an online subscription that analyses and benchmarks AEC software-user skills to help companies develop competitive advantage

Are you moving your Building Ask the software support team to measure success? If they are, how would they meaInformation Modelling (BIM) the successful adoption of the new technolo- sure the ROI? Would they look for reduced goalposts or are they being gy and they will likely verify that the sup- hiring costs, increased staff retention rates, moved for you? Stand still and port infrastructure is up and running and improved talent development metrics, or your competition will beat you to score the that acceptable service levels for responses some other cocktail of value? Do they know next big project. The days of claiming com- are being met. But are they analysing the what it costs to recruit or how much it costs petitive advantage because you are ‘BIM data to understand skills gaps which may to get it wrong and how often that happens? Ready’ are long gone; being ‘ready’ is no lon- give rise to increased risk when sharing I am barely scratching the surface. We ger a differentiator — almost everyone now data? Can they infer from their service ticket need to make sure we get the most from our claims some BIM readiness. database (assuming that one exists) who is a investment in BIM. The strategy should

I have with great interest read various prime candidate for training to take their serve high-level business goals that are articles relating to BIM use including: skills to the next level or who is a liability for shared across all stakeholder groups, and Demonstrating Professional Credentials, the firm, increasing its risk and exposure? which are in turn involved at every step to Sharing BIM Data, The Cost of Conversion, The financial director might know if the provide balance and to guarantee success. and The effect of BIM on Health & Safety. budget has been spent, and if there are None of the blog posts, LinkedIn discus- more purchase orders in play and may even Common approach sions, or online surveys considered if BIM report on the level of investment made as a For every perspective outlined above there is adoption was the right thing to do — that is leading indicator of the company’s commit- a common approach for measuring the sucnow a given. The threads I read dug deeper ment to BIM and technological advance- cess of new technology and BIM adoption. into how one might maximise a return on ment. But does he or she understand the For architecture, engineering, and coninvestment (ROI) and minimise the risks impact on operating expenses? Or how BIM struction firms that struggle to recruit new associated with embracing collaborative processes might impact the way projects talent with the right software skills, or to BIM workflows. That is good news, especial- are resourced during the phases of develop- efficiently train existing staff with mixed ly in the current business climate. ment? If not, how will the budget be balanc- software abilities, a KnowledgeSmart sub-

Today, every well-run business is working es with the books to optimise the fine bal- scription delivers skills gap analysis and harder than ever to increase returns on tech- ance of operating expenditure and income? benchmarking services to help maximise nological, workflow, and human invest- The business development team will be return on investment in technology, people ments. Every purchase is being scrutinised, very quick to tell anyone that will listen and client services. As a mature cloud-based and performance levels measured service provider, KnowledgeSmart to determine if, where, and how the investment is growing. Makes perfect sense to me; you cannot man‘‘ The next time you need to is the only online subscription offering that analyses and benchmarks AEC software user skills to age what you do not measure, and demonstrate your BIM credentials help firms create new efficiencies you will not sustain what you do not manage in this climate. do it with data and differentiate and develop competitive advantage.

So how are firms measuring your firm’s BIM ability with The KnowledgeSmart service: their returns on BIM investments? Well, that depends on who is doing hard facts • Reduces HR costs of ‘failed recruits’ by analysing software the measuring. If you ask an IT/CAD/BIM manager to measure the success of an imple- about their new technology, the depth of ’’ skills of job candidates during recruitment to increase tenure • Increases classroom productivity by mentation he or she will likely verify that their investment across the firm, the eliminating need for revision (AKA redunthe technology has been installed and con- enhanced capabilities of their teams, and dant training time) before learning new figured on the appropriate desktops. He or the benefits they can now promise to their skills she may even quote the numbers of active clients. But how will they differentiate • Lowers training course costs by reducing projects and users. But will he or she their offering from that of their competi- time spent in training classroom after elimiunderstand what to expect from them mov- tion? We have already established that nating redundant training time ing forwards? Does he or she know why the being ‘BIM ready’ will no longer impress. • Measures the training return on investbusiness needs to change or how the busi- So how will they benchmark their capabili- ment by analysing skills pre-training to ness and its clients are going to benefit? If ties against others to rise above the crowd? ‘benchmark’ proficiency and post-training not, how will he or she be able to adjust the Ask the project directors what they think. to measure development. strategy to deliver all that is expected? Are they going to tell you that they need From measured ROI studies, the average

A trainer will likely verify that delegates more or less time to service their clients and KnowledgeSmart subscriber enjoys a return have attended and completed prescribed deliver their projects? Do they even know? on investment of between two and five training courses. He or she may quote the Their primary mission is to bring a project times, before they measure their productivinumbers of certified users if post-training in on time and on budget. But how will they ty gains and report on the increased quality examinations were taken. But does the do that blind? How will they resource proj- of service to infrastructure project clients. trainer have insight into the new levels of ects with the right mix of skills and experi- The next time you need to demonstrate quality or productivity the business can ence to guarantee quality for their clients, your BIM credentials do it with data and expect from its newly trained staff? Do they and efficiency for their firms? To whom will differentiate your firm’s BIM ability with know how their colleagues’ skills now com- they turn for help? Human Resources (HR)? hard facts. pare to their counterparts in competing The learning and development team? The firms? If not, how will he or she assess the CAD/BIM manager? Joe Croser is Managing Director of Oundle needs for additional training? Or advise What about HR? Do they have an opinion? Group, a business development consultancy that colleagues who are charged with resourcing Are they sitting at the “new technology helps technology firms grow, and an Enterprise projects with the right mix and balance adoption and workflow change management Programme Mentor with the Prince’s Trust, a of skills? table” actively engaging in the strategy for youth charity that helps change young lives.