Secuencia 12: diálogo sobre las redes sociales

Head of Change BIM Modeller BIM Manager

93

SKILL & ATTITUDE BIM Administrator/Manager

BIM Designer/Modeller

TRAINING & EDUCATION Formal Training

On-the-job Training

WORK ENVIRONMENT Knowledge sharing

Table 4.4 summarises the readiness criteria within the people element that was identified in Company P. Eight readiness criteria were sorted according to the readiness category and the following subchapter discusses in further detail the evidence of qualitative data that was found.

4.2.3.3.1 Roles and Responsibility

Within the context of Company P as a BIM consultancy, the dedicated BIM designation that the company has assigned isBIM Manager, BIM Modeller, 4D Planner and BIM Strategist. Interviewee CP1 however, further suggested that for any design consultancy company who wants to implement BIM, they should at least create new roles and responsibilities as following:

a) BIM Manager b) 3D Modeller c) Head of Change

No specific number was mentioned to be appointed for aforementioned roles and responsibilities as the number depends on the capacity of the company to handle the projects and the number of staff. The 3D modeller was viewed a must but not as critical as BIM manager and Head of Change as it only related to the technical usage of BIM tools such as authoring the 3D model and extracting the drawings. The most important tasks lie in the roles and responsibilities that are carried by the BIM manager and the Head of Change. Generally, the BIM manager is responsible to manage the technical aspect of BIM implementation while the Head of Change is responsible to manage the change or transition process within the company and therefore must be working very closely together. The BIM manager‟s roles and responsibilities are simplified as following, as were mentioned by Interviewees CP1 and CP2:

a) Administrating the BIM software including setting up the library or family, incorporating new versions and customisation of the product

b) Managing the technical needs of the BIM implementation c) Technical Support and Trouble shooting

94 e) Training and assistance of the internal staff for BIM software

f) Identify and Evaluate BIM software to be used by the company

g) Liaison the BIM implementation with the management, clients, staff and software vendors

h) Keep informed, trained and educated for BIM by attending seminars and conferences and be responsible for disseminating the information to the teams

Meanwhile, according to Interviewee CP2, the Head of Change must have good leadership as to direct the implementation. Observing their clients, all of the companies appointed the middle manager as the Head of Change, justifying the authority and leadership that the manager has. Meanwhile, the roles and responsibilities for the Head of Change, as mentioned by all interviewees, are simplified as following:

a) Directing and controlling the BIM implementation

b) Acquiring and managing the resources for BIM implementation

c) Identifying and specifying the requirement for changing the process flow d) Identifying new wedges scheme for BIM newly created roles

e) Liaison with the staff and top management to align and fulfil their needs and expectations

f) Reporting the progress of BIM implementation g) Prepare and execute the BIM implementation plan

h) Keep informed, trained and educated for BIM by attending seminars and conferences and be responsible for disseminating the information to the teams

The newly created roles and responsibility for BIM managers, modellers and head of change, is therefore identified as another readiness criterion.

4.2.3.3.2 Skills and Attitude

Right skills and attitude is identified as another readiness criterion by Interviewees CP1 and CP2 for selecting a BIM Manager or BIM modeller. The current situation of the Malaysian industry, which is lacking competent people, has forced their clients to train their internal staff to become BIM modellers or Managers, over hiring external people. Additionally, a high cost and some confidentiality of internal information were also mentioned as justification to select internal people. Generally, the skills and attitude depends on the roles and responsibilities that were defined by their clients but Interviewee CP1 further simplified the skills and attitudes based on what he poses as following:

95 1) Strong multi-disciplinary knowledge and more than 10 years of experience in drafting

and design.

2) At least have completed three projects by using BIM from start to the handover. 3) Highly competent in AutoCAD

4) Good communication skills

5) Computer savvy and have good technical skill in troubleshooting 6) Initiative and leadership

The justification for having multi-disciplinary knowledge is further supported by Interviewee CP1 in the following evidence:

[...] When the 3D models are brought together, the BIM manager is required to check, comment and ensure the accuracy of the model and therefore, he must have a multi-disciplinary knowledge to enable that. The most important part, he must know every component that makes up a building regardless of what discipline he is representing [...] Interviewee CP1

Meanwhile, the justification of having completed 3 projects by using BIM from start to the end is supported by Interviewee CP2 in the following evidence:

[...] When a person is implementing a new thing, for the first project, he is not yet confident and tends to explore rather than really implement it. In doing so, many mistakes will take place and that will teach him to become better. In the second project, he starts to feel more confident and deliver what he has learnt in the first project. The theoretical and practical knowledge gap has also started to shrink. In the third project, they will implement it accordingly and become more confident and efficient. Only by that time he will become good enough, know what to expect and be able to guide and assist other people and the project team [...] Interviewee CP2

Meanwhile, for the BIM modeller, the positive attitude was mentioned as very important by Interviewee CP1 along with right skills such as IT and CAD literacy, being computer savvy, and possessing troubleshooting skills. The positive attitude is evidenced in the following:

[...] To me, the skills, training or any other stuff is only made up of 20% of what is required to become a BIM modeller. The rest of the 80% is really up to his attitude. If he is eager and has initiative to learn, is a quick learner, smart and simply listens to the trainer, everything will become easier. After all, it is not easy to change people’s attitude and therefore people with the right attitude are important to be identified first [...] Interviewee CP1

4.2.3.3.3 Training and Education

In selecting a training method for BIM implementation, according to Interviewee CP1, their clients are engaging formal training and on-the-job training. The formal training normally comes when a company buy software licenses from a vendor. It‟s very important to strengthen the theoretical

96 foundation of the software which includes the interface of the software, terms that are used and the modelling concept. Meanwhile, on-the-job training is targeted at making practical use of the knowledge that people acquire from the formal training, improving the skills and increasing the confidence level. The on-the-job training and formal training are therefore identified as another readiness criterion.

4.2.3.3.4 Work Environment

To assist the BIM implementation, a work environment that supports knowledge sharing among the staff is also identified important as was mentioned by Interviewee CP2 and thus features as another readiness criterion. By sharing one of their client‟s cases, the environment was good at the company where they had developed a mentoring program and internal tutorials and learning guide. The effort helps the staff a lot by creating a reference and a learning point and speeding up the learning process. The learning materials and tutorials were uploaded onto the website so everybody could have easy access.

4.2.3.4 Technology

Table 4.5 summarises the readiness criteria within the technology element that was identified in Company P. Five readiness criteria were sorted according to the readiness category and the following subchapter discusses in further detail the evidence of qualitative data that was found.

4.2.3.4.1 Hardware

According to Interviewee CP1, to run BIM software smoothly, the workstation requires a higher capacity of RAM and Graphic Card and a more powerful processor. An adequate workstation is a must to avoid disruption to the BIM implementation and therefore identified as another readiness criterion. Any company therefore must carefully plan their hardware either to go for an upgrade or