By Mariel Gutierrez, BIM Specialist and Architect, marielgutierrez | architecture | bim
The application of Building Information Modeling (BIM) is now well established in many projects. However, people often still stumble when it comes to implementation. Although technology and software are sufficiently available, the established goals are not fully achieved. In order to keep performance high and to initiate change in a sustainable manner, it is essential to involve everyone involved. Professional change management is essential.
You may have already experienced this: A new BIM project lands on your desk. This is a pilot project in
which you are to gain experience and knowledge about the BIM method. You are thus faced with the challenge of expanding your knowledge of BIM. At the same time, you have the demand to plan the project in your usual quality. This involves a considerable emotional challenge – for you and your employees. The internal work processes and the entire work culture must change or adapt.
As a BIM consultant, I often experience this situation with my clients. The challenges of the BIM method overshadow the great opportunities. A lack of mindset or a reluctance to change slows down the complete and professional application of BIM.
The project team is usually very diverse. Different knowledge, opinions and experience with BIM often lead to conflicts that are difficult to resolve. Expectations that are too high can quickly lead to frustration and rejection of the BIM method. In the best case, motivation for BIM is very high at the beginning. However, this state rarely lasts for the entire duration of the project.
What is change management? Or: the penguin principle
Imagine an iceberg on which a group of penguins lives. When the iceberg begins to melt, a process begins that requires change. This process must be understood in order to confront it. Using the penguin analogy, economist John Kotter and management consultant Holger Rathgeber describe the need for change management in their book “Our iceberg is melting: changing and succeeding under any conditions”.
Change management deals with the support and monitoring of process changes. It encompasses all tasks, measures and processes that are aimed at comprehensive, interdisciplinary and far-reaching change and lead to the implementation of new strategies, structures or methods in organizations.
People are often instinctively skeptical of change. They like to hold on to what is already in place – familiar
and proven. This applies to employees and managers alike. Change creates uncertainty.
When it comes to change, all people go through a similar pattern of emotional and processing steps, albeit with varying degrees of intensity. The individual phases from shock to resistance and frustration to opening up, reorientation and regained stability cannot simply be skipped or ignored. Rather, it is important to recognize these phases and actively accompany them. The most important step in this process is to involve those affected. This conveys security and creates trust.
Why change management for BIM projects?
BIM not only brings about a change in technology, but also in mentality. BIM as an essential part of Building 4.0 is considered a revolution in the world of construction. In addition to the application and introduction of new digital possibilities, the standardization, optimization and normalization of processes in particular serve to increase productivity. This improvement in processes enables offices to optimize their integral management. They also gain greater control over the execution and scheduling of work, as well as the automation of repetitive and mechanical processes.
However, this requires initiating change in the organization through restructuring, realignment, quality
programs and cultural renewal. The foundation for this is the employees. A structured and holistic approach, as practiced in change management, is crucial for the success and sustainable establishment of BIM in companies.
How can change management be applied in BIM projects?
In his work “Leading Change” Kotter describes an eight-step process for successful change. Based on this, the structure for implementing BIM can be outlined as follows:
1. Create a sense of urgency
Digitization is here to stay – even in the construction industry. On the one hand, there is demand from
customers who have recognized the benefits of the BIM method and the resulting information. On the
other hand, there is the need to remain competitive in a market that is changing ever faster. These two
motives describe the urgency for the implementation of BIM.
2. Creation of a group for change
The group responsible for change is represented by the new BIM roles. Regardless of their affiliation with
different companies or disciplines, an optimal working atmosphere for collaboration must be created – for
example, through shared mindsets.
3.Development of a vision and a strategy
Every BIM project defines the goals in its client information requirements (AIA) and the strategy to achieve them in the BIM execution plan (BAP). The theoretical concern is to put it into practice and live it in the overall organization. A clear definition of the vision in the AIA as well as a concise, practice-oriented development of the BAP contribute to a better understanding and motivation of the team during the
project.
4. Communicating the vision of change
To motivate the team to follow the strategic plan, communication is essential. Higher-level project
communication, but also bilateral agreements in small groups where questions and doubts are clarified
without making anyone feel uncomfortable, are indispensable. Managers are of great importance in this respect. Only communication can keep the team on task.
5. Promotion of broad-based actions
With the BIM method, we find ourselves in a project with new structures, systems and roles. The team needs to be empowered to remove barriers – in terms of skills and knowledge as well as structural and mental barriers. Making change happen is definitely a different challenge for everyone. You have to have courage for new ideas and activities and allow them to happen. It pays to make mistakes.
6. Achieve short-term successes
In a project, the performance phases are the major milestones. However, in order to make progress visible
at an early stage and thus also demonstrate the benefits of new processes, it is also important to define smaller goals. This makes successes visible more quickly and increases motivation.
7. Consolidate gains and introduce further changes
In BIM projects, it is necessary to proceed step by step. The BAP should reflect the overall vision of the
project as a whole, but the process must proceed in stages. In this way, changes in working methodology
can be used in a measured way and the new benefits can be realized gradually. By taking small steps, it is
possible to see progress and thus consolidate the changes acquired.
8. Anchoring the new approaches in the culture
The experience gained must be applied sustainably in the company and anchored in the structure. Change management deals with the entire corporate structure. Therefore, the lessons learned must not only be retained within the project, but also implemented at the corporate level. Lessons learned and internal communication can prepare the entire corporate team – because the next BIM project is bound to come.
Summary
Keeping pace with digitization is considered one of the greatest challenges. As an external BIM consultant, I have always encountered similar problems with the introduction and implementation of BIM in a wide variety of companies. Most of the time, I encounter a certain reluctance and ignorance. Unstructured and insufficient implementation strategies complicate the process even more. Dissatisfaction and demotivation of the team can derail the whole project. Simply getting started without creating an overall strategy and getting everyone involved has often proven counterproductive.
From my experience as a BIM consultant, I therefore consider it extremely important to know both the
interests of the client and those of the team. Understanding the different points of view and experiences
helps me to find the right path for each BIM project. Difficulties or obstacles in the process occupy an
important position, because only if you take them into account can you solve them and move forward in
the project. In this process, communication is the most important key to success.
