The BIM Manager's Handbook, Part 2 E-Book

Dominik Holzer

• Herausgeber: John Wiley & Sons
• Kategorie: Geisteswissenschaft
• Sprache: Englisch

Seitenzahl: 60

Veröffentlichungsjahr: 2015

Beschreibung

ePart 2 Change Management: A BIM Manager might be hired for their technical skills, but their success relies heavily on their ability to be an agent of change within their organisation, facilitating transition to BIM processes and mentoring staff through the cultural and procedural shifts. This ePart outlines strategies to manage an organisation’s transition to BIM successfully and to master supporting its continuous evolution. Based on accounts from top practitioners, it highlights how the BIM manager might approach interfacing with their organisation’s leadership by successfully lobbying and leading on BIM from the inside, while overcoming change-resistance and managing teams’ expectations. It concludes with a ‘Tips and Tricks’ section that provides in-depth advice for running BIM audits and for setting up in-house BIM workshops, which are instrumental for any BIM Manager seeking a better understanding of their organisational context  and to raise the level of awareness of the BIM knowledge of key decision-makers. Obook ISBN: 9781119092308; ePub ISBN: 9781118987797; ePDF ISBN: 9781119092292; published April 2015

Leseprobe

THE BIM MANAGER'S HANDBOOK: GUIDANCE FOR PROFESSIONALS IN ARCHITECTURE, ENGINEERING, AND CONSTRUCTION

CHANGE MANAGEMENT

EPART 2

Dominik Holzer

Copyright © 2015 John Wiley & Sons Ltd

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ISBN 978-1-119-09229-2 (epdf); ISBN 978-1-118-98779-7 (epub); ISBN 978-1-119-09230-8 (Wiley Online Library)

Executive Commissioning Editor: Helen Castle

Senior Production Manager: Kerstin Nasdeo

Assistant Editor: Calver Lezama

Cover design and page design: Artmedia

Layouts: Aptara

Front cover image: © Morphosis Architects

CONTENTS

Chapter 2: Change Management

Technology as a Driver for Innovation and Change

The Cultural Dimension of Change . . . and Its Management

Interfacing with Your Organization's Leadership and Management

Overcoming Change Resistance and Managing Expectations

Tips and Tricks

Endnotes

EULA

List of Tables

Chapter 2

Table 2.1

List of Illustrations

Chapter 2

Figure 2–1 BIM applied on the precast concrete facade at the Perot Museum of Nature and Science by Morphosis Architects.

Figure 2–2 Emerson Los Angeles project by Morphosis: A geometric model that contains/embodies a large amount of information including constructability, costing, fabrication, and design.

Figure 2–3 Change Management graph, reducing the effort of project delivery.

Figure 2–4 Federated Revit Models in Navisworks for coordination reviews by HASSELL.

Figure 2–5 Best Use of BIM for Design, Drama, and Excitement at Build Sydney Live 2013, BIM Coordination Workshop result by HDR Rice Daubney.

Figure 2–6 After J. Hayes,

The Theory and Practice of Change Management

, 2010.

Figure 2–7 BHS Project by the Bjarke Ingels Group (BIG): Balconies.

Figure 2–8 BHS Project by the Bjarke Ingels Group (BIG): Close-up Render.

Figure 2–9 BHS Project by the Bjarke Ingels Group (BIG): Balconies Control Points.

Figure 2–10 BIM skill level development on an individual level.

Figure 2–11 Strategic BIM skill roadmap considering individual strengths and organizational goals.

Figure 2–12 High performance buildings, like Perkins+Will's Atlanta office at 1315 Peachtree St. in Atlanta, require diverse skill sets and technology perspectives to execute successfully. Strong, diverse internal social and organizational networks are a key component of building successful teams.

Figure 2–13 Perkins+Will major, multi-office project BIM planning incorporates perspectives from various domains in network: overall project manager, firm-wide BIM leader, office BIM managers, and project BIM managers representing several Perkins+Will and consultant offices.

Figure 2–14 BIM Audit Example—Comparison Matrix.

Figure 2–15 BIM Audit — An example of a skill-improvement response.

Guide

Cover

Table of Contents

Change Management

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CHANGE MANAGEMENT

When thinking about BIM we immediately refer to technology as the key factor for BIM Managers to consider. On an organizational level though, it is not technology skills alone that make a competent BIM Manager, but her or his ability to guide and manage change effectively. The change-facilitator role of BIM Managers is immensely important and this Part 2 will point out how they get it right.

Imagine the following scenario: Sitting in a room with a group of BIM Managers who are discussing their respective roles. Peers from different professional backgrounds engage in informal chit-chat about their day-to-day duties and they might point out some new development they have been following. Without a doubt, at some point the discussion will converge toward the difficulties they face within their organization explaining what it is they do, why so much money is spent on technology, about the overheads they are responsible for, and how hard it is for them to get the BIM message across to upper management and team leaders. In the past, this has been the classic BIM Manager's dilemma: positioning and justifying what they do within their organizations. In some instances this issue still persists. It is not a problem related to the BIM Manager as such, but an issue that reflects on the implications of introducing innovation and change to an industry that is more often than not set in its traditional ways. The problem is that BIM Managers tend to overlook that by managing BIM, they are actually tasked with managing change.

Part 1 of this publication, Best Practice BIM, established a set of criteria that assist BIM Managers in benchmarking BIM implementation as it occurs in practice. Part 2 follows from a key argument introduced in Part 1: Proper Change Management is a critical factor for the successful and sustained proliferation of BIM into any organization. Change Management as discussed here is an essential process within any organization undergoing substantial transformation in a short period of time. Its purpose is to minimize resistance to change within the organization and assist those affected in coping with the personal impact of change.