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Transcript of Professional Development
Create A Content Task Force
Understand Resources / Utilize Experts
Defined Philosophy / Approach
Defined Update Process
QUALITY ASSURANCE / QUALITY CONTROL
Markups that Actually Work!
Track Markups with the markup list
Set Scales and Begin Measuring
Measure and Color Code Areas
Snap to drawing or create any shape you want
Bluebeam Software develops innovative PDF solutions for creation, markup, editing and collaboration.
Recognizing talent and skill sets
o Word of mouth
o Direct observation / supervision on a project
Measuring of skills sets
o Testing Milestones (certifications and licensure)
o Annual reviews
Access and navigate your PDF files on the go, from anywhere
Redline PDFs with industry-standard symbols and verify measurements in the field on the flytime using Revu's cloud based solution
Verify measurements in the field on the fly
Save custom markups for reuse across sessions, and collaborate with colleagues across the globe in real time using Bluebeam's cloud based solution
THE TIME SPENT IN ATTENDING THE SEMINAR IS AN INVESTMENT IN OUR PROFESSIONAL FUTURES
3D Isometric Views
Sample Schedule with Cost Data
TIME, EFFORT, OR ENERGY
AN ACT OF DEVOTING
TO A PARTICULAR UNDERTAKING WITH THE EXPECTATION OF A WORTHWHILE RESULT:
Submittal review on an iPad
CROSS-POLLINATION - EMPLOYEES SHOULD BE MOVED FROM THE DIRECTION OF ONE MANAGER TO ANOTHER MORE FREQUENTLY, AND THE USE OF EMPLOYEES FOR A SINGLE TASK ON EACH PROJECT SHOULD BE AVOIDED.
EMPLOYEES COULD BE SENT TO CONFERENCES AND TRADE SHOWS WITH MANAGERS. THESE EMPLOYEES COULD THEN REPORT BACK TO THE REST OF THE STAFF WHAT WAS ACCOMPLISHED OR LEARNED AT THESE EVENTS. THIS COULD BE DONE SIMPLY AT A STAFF MEETING OR IN THE FORM OF A BAY UNIVERSITY.
MENTORSHIP – SENIOR STAFF OR MANAGEMENT COULD BE ASSIGNED AS A MENTOR TO MORE JUNIOR STAFF TO HELP GUIDE THE GROWTH AND KNOWLEDGE OF THAT EMPLOYEE.
STAFF THAT WERE ASSIGNED TO A SUPPORTING ROLE ON A PROJECT SHOULD BE TAKEN TO THE JOB SITE TO SEE THE PROJECT UNDER CONSTRUCTION, AND WHEN COMPLETE. SEEING THE FRUITS OF YOUR LABOR CREATES PRIDE IN YOUR WORK.
IN LOST PRODUCTIVITY, ACCIDENTS, THEFT AND TURNOVER.
FOR ORGANIZATIONS, THE DIFFERENCE BETWEEN
WORKERS CAN EQUATE TO
$350 BILLION PER YEAR
SUCCESS OR FAILURE.
DISENGAGED EMPLOYEES ARE ESTIMATED TO COST THE U.S. ECONOMY AS MUCH AS
ENGAGED AND DISENGAGED
Information from “Employee Retention: What Employee Turnover Really Costs your Company” by Ross Blake
Make it a goal to increase the skill sets of the entire office
o Exposure and training in a variety software
o Decrease the skills gap in regards to “nuts and bolts” production
o Increase involvement of project managers in contract negotiation
Develop Resume / Database of employees
o Keyword search for subjects
o Apply metric for design and production software
(ex. Revit experience)
o Include managerial and project management tasks
Develop and apply a framework for learning.
o NCARB IDP program and mentorship
BIM FIELD 360
BIM FIELD 360 Mobile App
Halina Koval . Patrick Reid . Shirley Salazar . T.J. Gonzales
IMPROVE SD/DD PRESENTATIONS
Use REVIT for Space Planning & Intelligent Scheduling
Visually Show Project Phasing
Blue Team – Best Practices
There is a continuity of staff (not much turn over).
Its benefits are that it creates a sense of stability to employees. In turn employees are more likely to stay in a more stable workplace.
Upper Management is involve in the projects and are approachable.
This open communication keeps employee more engaged and in turn more effective production of work.
Monthly staff meeting
are excellent sources for everyone to be informed about office news.
Knowledgeable pool of experts around the world.
Now we are able to tackle any type of project that comes into our hands because we have all the knowledge and expertise available thru IBI group.
IBI Group introduction pamplet
Engagement and Transparency
Faith in Employees
Work environment where task are give out instead of goals.
Have more design collaborative environment:
Having a project team discussion about the design.
Give more opportunities architecture staff to be involve in the design
TRUE OR FALSE:
CONTRIBUTE IDEAS & SUGGESTIONS
DEVELOP CREATIVE SOLUTIONS
SELDOM ABSENT FROM WORK
STAY WITH A COMPANY LONGER
A COMPANY IS AS GOOD AS ITS EMPLOYEES?
TO REPLACE AN EMPLOYEE, IT WILL COST BETWEEN
SPECIALIZED, HIGH-LEVEL EMPLOYEES
AND UP TO
OF THE ANNUAL SALARY OF
30% AND 50%
Feedback loop – not a one time exercise
Smart ways of performing tasks developed by evaluating the effectiveness, documenting and continuously improving the way that task is performed. They become embodied knowledge.
IMPROVED PRODUCTIVITY AND PROFIT
Consistent and Uniform Formatting
How it will be tracked
QUALITY ASSURANCE (QA)
Refers to administrative and procedural activities implemented in a
to improve and stabilize production (and associated processes) to avoid, or at least minimize, issues which led to the defect(s) in the first place. It is the systematic measurement, comparison with a standard, monitoring of processes and an associated feedback loop that confers error prevention.
Two principles included in qa are: "fit for purpose", the product should be suitable for the intended purpose; and "right first time", mistakes should be eliminated.
What is Communication?
-"sharing knowledge" is a transfer of information between people, resulting in common understanding between them .
is to create an environment where people can get their work done effectively.
is a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.
Communication is an activity that occupies a vast majority of a managers and leaders time, and thus any increase in its effectiveness or skill as a communicator should contribute to improve organizational performance.
RECAP OF FIRST ROUND
The Blue Team looked at strengths, weaknesses and opportunities related to High Performance Practice Strategies
Key Opportunities identified:
Seek out and establish appropriate Best Practices
Establish a Quality Assurance Processes to support use of Best practices
Use the creation, maintenance and support of Best Practices as a tool for employee development
Improve the efficiency of our Work Processes
WHY USE BEST PRACTICES?
WHAT ARE BEST PRACTICES?
Improve productivity and profitability
Improve the capabilities of our Staff
Improve the quality of our Products
An analysis of the strengths, problems, and solutions of communication in our organization.
QUALITY CONTROL (QC)
is focused on process outputs. This approach places an emphasis on three aspects:
Elements such as controls, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel,
integrity, confidence, organizational culture, motivation, team spirit,
and quality relationships.
The quality of the outputs is at risk if any of these three aspects is deficient in any way.
Simple to Use
Content is Clear and Well-Defined
Maintained, Up-to-Date Specifications
Team communication processes that function effectively can increase team motivation, foster trust and respect between members, greatly improve decision making processes and contribute substantially to the overall productivity and performance of the team.
Regular communication within, and between teams helps members to maintain focus, allows all members to keep up to date with team progress and ensures that difficulties or setbacks can be dealt with promptly and collaboratively.
Transparent communication processes provide all team members with the same information where possible and keep all members adequately informed.
with in a team
- One of the primary forums for team communication is the team meeting. When conducted with structure and purpose, regular team meetings can be an effective and productive means of team communication.
10-15 min meeting
(PM's & Project Team)
Office blog - 'Baybook'
It's about impressions
WHAT IS THE CURRENT PATH FOR ADVANCEMENT AT BAY-IBI?
THERE IS A NEED FOR A CLEAR AND DEFINED CAREER PATH. MILESTONES OR GOALS COULD BE SET. EMPLOYEE EVALUATION METHODS/FORMS COULD BE MODIFIED TO TRACK AN EMPLOYEES GROWTH. INCENTIVES WHETHER IN THE FORM OF COMPENSATION, OR TITLES COULD BE AWARDED TO EMPLOYEES THAT REACH THESE MILESTONES.
ARE BAY-IBI AND IBI GROUP ONE AND THE SAME, OR SEPARATE?
NCARB IDP Chart
CLOSE OUT AND LESSONS LEARNED
CONSISTENT PROJECT PACKAGES
DEVELOPMENT OF EMPLOYEES
BETTER CONSULTANT COORDINATION
DEFINED EXPECTATIONS & ACCOUNTABILITY
CONTENT TASK FORCE
DEVELOP CHECKLISTS BY PHASE
SCHEDULED PIN-UP SESSIONS AND REVIEWS
PROCESS AND DOCUMENT VERIFICATION
DOCUMENT CHECKLIST BY PHASE
STANDARD SHEET INDEX
ESTABLISH PROJECT SCHEDULE
REQUIREMENTS TO HAVE BEST PRACTICES?
From consumers (staff)
Know who’s responsible
Has resources and authority
Have to be created
Have to be good
Have to be used
Have to be maintained
Establish guiding principals
Work on what’s valuable to our success
Ensure we all understand the purpose
What does “complete” look like
Pilot the process
Pick a high value/high interest example (maybe more than one)
Document and refine the process as document and implement the example
Set up a plan for developing more best practices
Position us for continuous development
Career long learning --- keeping up with technologies through continuing
Try to work with minimal supervision
to problem solve on your own to find answers before you ask
Start - Continue - Increase communication with
Challenge and Question!
GO FROM NON-ACTIVE OR REACTIVE
BEING ACTIVE AND PROACTIVE….
CALVIN’S CAREER CHALLENGE
in professional and developmental associations and organizations throughout your career.
WHAT CAN WE AS EMPLOYEES IMPROVE ON?
STEP OUT OF YOUR COMFORT ZONE
to fill spare time or do extra
and or volunteer
BE ACTIVE AND PROACTIVE….
BE ACTIVE AND BE PROACTIVE….
Know your team and discuss pros and cons
Have an agreed upon plan
Give respect and you shall get respect
Positive and uplifting
Be aware of your body language
Full throttle with the firm’s idea then work to resolve client’s concerns
You are not the client, you are on the same team
It is essential that consultant / vendor communication occurs throughout the project in order to minimize misunderstanding and unnecessary delays. Effective communication provides the foundation a timely and successful project completion.
Lack of response to staff
Get to know consultant/vendor personnel
Invite consultant to Happy Hour
Meet at the consultant office for progress review
BE ACTIVE AND BE PROACTIVE….
What is Communication Significance in an Organization with Leaders and Managers?
HOW TO DEVELOP AND USE BEST PRACTICES?
ESTABLISH RECOGNIZED PRACTICES
ESTABLISH A REPOSITORY
Employees do not participate much on design decisions. Project Ideas are often turned down.
Educate staff about goal delegation:
Literature in bay watch or a lunch and learn the benefits of delegating goals instead of tasks
What additional things should we be doing to develop talent and skill sets?
How are we currently recognizing the talent and skill sets of employees?
BIM 360 Glue
Consultant / Vendor Communication
IBI Group Missed Communication
Engagement and Transparency
Informal Structure of Communication
• The employees do not know how to think Globally.
• Educate the employees on how their actions influence and impact the success of their teams and the company.
• The company does not know how to think Locally.
• Make available a system that enables employees to measure their own performance, as it relates to their personal vision and mission.
• Who does what around here and what are the processes and hoops to get it done.
• Encourage a community, creating communication bridges between departments and between the distinct management levels.
• Lack of employee knowledge on what HAS worked and what has failed; what are the lessons learned.
• Engage the employees; make them stakeholders by increasing their ongoing understanding of successes and failures, and lessons learned.
• Lack of employee knowledge on what IS working and what is failing; think tank helps improve both.
• Engage the employees in projects’ strategic level; if they are involved in the ongoing process, they are likely to take the initiative and thus many help evade future problems.
• Lack of employee access to the human knowledge available in the company and/or understanding how to access them.
• Educate employees on how to take advantage of the organization’s vast human resource knowledge base, including setting up lines of communication and directories.
• Lack of ongoing strategic communication within project teams, which would allow for bottom up solutions to emerge.
• Have a live and accessible list of roles and responsibilities of key members in the organization.
• Top management is often insulated, making upward suggestions for improvements and downward flow of the strategic goal difficult.
• Promote a management culture that gives more than directives, gives goals and tools.
• Clear communication structure between project team members and consultants is often unclear, leading to communication delays and decay in the quality of information once it gets to the end user.
• Have a guidelines created of communication.