Implementing any new construction technology can be exciting but lead to unforeseen issues – Bluebeam discusses 6 ways to ensure you will maximise potential in your new tech
As anyone in the industry can tell you, implementing new construction technology can be more complicated than you might think.
From identifying an issue to researching possible solutions to testing and implementing a new software and toolkit (and testing again), the process can be painstaking.
Despite the fact that new construction technology providers are creating tools that are easier to access and use, it’s important to remember that implementing any new technology is a marathon, not a sprint.
Long-term considerations are crucial in this process. Even once the installation is complete and you feel the product is integrated, it’s worth maintaining a continuous-improvement approach.
Bluebeam has identified six ways construction leaders can ensure that the new technology they are implementing will last.
Making training continuous
It’s easy to think that after the initial implementation training phase, you can effectively forget about your shiny new technology – especially after spending months or even years choosing the right product for you.
But as we all know, not everyone retains training information the first time around.
Often when taking on new construction technology, people don’t know what they don’t know, so they retain what’s taught to them just to get by, without fully realising the context of the tool.
Checking in several months after the initial training with the employee’s grasp of chief concepts helps keep priorities and skills fresh- as does updated training to reflect any new features and tools.
Encourage internal discussion with user groups
An internal user group meets regularly to share their know-how and explore new possibilities of how the new tools can be used.
A social element can help with engagement in these groups – meeting after working hours feels more open and informal and could encourage a more honest conversation between the group.
Let champions lead the way
A leader or group of leaders are usually selected at the onset of the implementation process of new construction tech- and should continue to take an active role even once the honeymoon period is over.
These leaders can represent the feelings of everyday staff working with the new technology and monitor long-term impacts.
A spread of people from different departments is best to fully gauge the organisation’s feelings on a new device or tool. What works for the marketing department might not work for the field teams.
Continue the learning journey externally as well as internally
Representing multiple internal perspectives is vital to create the most detailed assessment of new construction technology – and the same theory applies to seeking external perspectives as well.
Industry events on new technology can help build networking and learning opportunities for your team – and if you feel confident with your new technology, why not hold your own event?
Regular audits keep standards high and skills sharp
Familiarity breeds complacency. No matter how knowledgeable people appear to be on a new tool, regular, formal audits help keep compliance and standards high.
Whether you bring in an outside group to conduct the audit or use your internal technology leadership team, doing this ensures that the technology remains effective at improving your firm’s efficiency and solving new problems that arise over time.
And most importantly- embrace failure
Don’t worry if everything isn’t perfect. Try to embrace and learn from the mistakes that will come in the long run. It will aid you in maximising the impact and value of your new construction technology.
For more from Bluebeam, head to www.bluebeam.co.uk.
