Chapter3:How to Market BIM and wIn tHe Project ■
104
Is This What the Owner Wants?
don’t fall prey to the temptation to apply a cookie-cutter solution for every customer.
this approach is lazy and you miss the opportunity to take what makes a particular project unique and capitalize on it through the use of a focused technology strategy. this is not to say that a firm shouldn’t standardize their platforms, but in selecting which tools and processes will be used to execute a deliverable it is important to consider the question, “Is this really what the owner wants?” In many cases, it may be a more efficient way of working that benefits the construction management team the most, and this is fine. However, in pursuing work it is the teams who take into account the owner’s needs and deliver customer-centric product that will make one firm stand out.
■ MarketInG Your Brand oF BIM
105
an example of a customer-centric offering is to take into account the role of owners on a project. How do their workflows and processes align to what is being proposed? Is a tool that is being considered complicate or simplify their work? Is information flow being achieved, or do the systems offered take a considerable amount of rework or redundancy?
asking these questions will help to add a solid foundation of value to a proposal, as well as better prepare the team to address questions that may come about from the customer who may want to select a team who has considered their systems and workflows and has strategized how to dovetail their proposed solutions into the way they work.
In the current market, many owners are looking beyond projects being delivered on time and on budget. In many cases, these parameters are simply baseline expectations to even be considered for the work. as a result, there is a trend and paradigm shift to added value and looking beyond a facility to address other owner issues that may be solved during design and construction. For example, a municipal customer building a bridge may have concerns about educating the public about bridge closings and alternate routes. this may mean a visualization opportunity for a construction team to help provide renderings or videos showing and educating the public on the project and being proactive in their approach to lane closures (Figure 3.4 and Figure 3.5). a private healthcare customer may be concerned about the impact of a job trailer on a tightly crowded site for a remodel. In this case, the use of tablet technology and real-time cloud-based collaboration may help.
the customer advocate concept serves construction management firms well in determining other ways to help owners achieve the end product, but also makes the experience an enjoyable and engaging one through the use of well-thought-out tools and processes.
Is This Something You Can Deliver?
the worst thing a project team can do when pursuing a project is overpromise and underdeliver. not only does this leave a bad taste in the owner’s mouth, it also tarnishes the reputation of the team. a solid reputation takes years to earn but can be destroyed with a single bad decision or project. Because of the sensitive nature of reputations, it is important for a project team to ensure that the tools proposed after making it through the “value filter” can be delivered on. as a best practice, a team should be encouraged to investigate the tool as well as communicate with others who have used it to get feedback and to see if it is viable prior to proposal. the act of checking into the background on a new tool serves another purpose because it better informs the way the tool is used on a project as well as captures best practices from industry peers and colleagues.
“I also look forward to the transcendence of BIM into the realm of facilities management to enhance the ability to plan and deliver maintenance and operations in a more efficient manner and reduce the total cost of ownership. We are in a time of transformation in our industry and BIM is, and will continue to be, a significant contributor in this change.”
Chapter3:How to Market BIM and wIn tHe Project ■
106
Figure 3.4 Construction site simulation video rendering
Imagecourtesy: Parsons BrInckerHoff
Figure 3.5 QR code link to video of simulation
Sometimes after investigation and research the answer to “Is this something you can deliver?” is simply no. In this case, the answer should not be viewed as a failure. too many teams look at the inability to deliver on a big idea as a mistake to be remedied. In reality, this is often the best thing that could have happened to a project team. It is far better to discover that a new tool won’t be viable during the proposal stage than during a project where the stakes are significantly higher and promises have already been made.
there are cases when a tool is analyzed for value, investigated for viability, and included in a proposal and it still falls short. In these cases, it is best to address the problem openly rather than make excuses and work with project team members to find another solution. especially when introducing new technology, it is important to put the introduction of this new technology in the proper context (refer to the section
■ MarketInG Your Brand oF BIM
107
“Is this a Proven tool or Process, a developing one, or an Innovative one?”
earlier in this chapter) when talking with a customer. Say, “we think this new
<insert technology here> will create efficiencies and significant value for this project because <insert proposed value here>.” (use the matrix in table 3.1). Say, “we’ve researched the tool and found it aligns to the customer’s needs <insert findings here>.
However, it is largely unproven and doesn’t have the track record that our traditional tools have. what is your perspective on using it on this project?” an owner’s response may often surprise a project team. keep in mind, construction consumers are often keenly aware of the problems and gaps current systems have, and the openness to project funded r&d is sometimes a welcome approach to addressing and mitigating issues.
ultimately, it’s best to be honest with yourself and your team when putting together a strategy. In short: Identify your differentiators. Focus on real-world results.
drive at project-focused solutions. aim to select the right tools for your project that create value. accept that each project approach will require custom offerings. align to your customers’ goals. this winning strategy will create a much more meaningful dialogue with your customer beyond the traditional time and budget measuring sticks that drive the “construction as a commodity” marketplace (Figure 3.6).
Figure 3.6 Combining pursuit factors and technology for a winning approach
INNOV ATION
& DELIVERY COMPREHENSIVE APPROACH &
TEAM
IMAGES &
SIMULATIONS
CASE STUDIES PROJECT KNOWLEDGE PROJECT FOCUS EDSOLUTIONS CLIENT
ALIGNMENT
CORE DE- LIVERABLES
T E C H N O L O G Y P R
O J E C
T P U
R S U I T
F A C T
O R
S
Chapter3:How to Market BIM and wIn tHe Project ■
108