Implementing Building Information Modelling In Small Firms – Best Practices
Building information modelling is one of the newer construction and engineering technologies available and it is much like any other capital improvements to the business. In the short term, it requires an investment of time and money. In the longer term, both employees and managers wonder how they did without it. With careful planning and management and some expert help at critical points, you can help ease the transition to using building information modelling in a small firm and be reaping the benefits much sooner. We look at how, with guidance on timing issues, human issues, and equipment issues, the transition to BIM can be a small business success.
Obstacles to big change in small firms
With their greater resources and flexibility, it is often the big firms that lead big changes in the way an industry does business. Yet small firms are just as able to change and in some cases will have even greater benefits. There will be obstacles to consider in a smaller team, including:
- The impact of training on schedules, which are often much tighter in a smaller firm
- The impact of different personalities and the willingness of some team members to accept the change
- The resources to conduct pilot projects in house
The change process – a human phenomenon
No matter how well you plan for the implementation of BIM in your firm, it will take time for people to run the gamut of mental processes associated with change. In reality each of us goes through them every time we face a major change. In preparing for the transition to building information modelling for structural engineering, steel detailing, and project management your employees will face these phases:
- Anticipation
- Confrontation
- Depression
- Acceptance
- Enlightenment
Managers must allow time for the team to go through these phases in the lead-up to BIM implementation.
Other timing issues
It is also crucial that managers select the timing for the changeover appropriately. A period of training, followed immediately by the chance to implement the new skills, is ideal. Look at having three days to a week’s break for building information modelling training, where a new project will immediately follow.
Human issues
Having a single leader is crucial for structural engineering, steel detailing and construction teams switching to BIM. The leader’s role will involve administering the implementation of the technology, organising the training, and testing the new skills as they are acquired role in new skills.
Having staff properly trained for the new system is the single most important factor in determining how successful the changeover will be. Ensure that everyone has an equal chance to test their skills – don’t assume that the proactive volunteers represent the skill level of the entire ‘class’. Make sure that questions are answered thoroughly – the trainer should use active listening techniques to ensure full understanding. Have participants re-state the answer to the question, or demonstrate a related skill after hearing the answer.
The client is also part of the human equation when it comes to implementing building information modelling on a project. Make sure they are kept in the loop, firstly with the benefits and secondly with the possible problems.
Hardware issues
Speak with your construction software or building information modelling package reseller about the optimal requirements for the system – not just the minimal requirements. There are two main elements in hardware performance: the CPUs themselves, and the network connecting them. It is standard practice to upgrade the CPUs at the outset of a BIM project if the metrics are less than optimal. The network can be upgraded reactively though, when performance becomes an issue.
