CFMA - Construction Technology Overview

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The slides from a presentation we did as part of a panel on the uses of technology for contractors. www.dbrownmanagement.com

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CFMA - Construction Technology Overview

  1. 1. Construction Technology Customer Service | Productivity | Profits Jim Walden – Burnett + Company LLP Chris Cooper – Span-The-WAN / Royal Electric Frank DiLorenzo – Con-Tec Management Systems David Brown – D. Brown Management
  2. 2. Construction Technology @ 30,000 Feet <ul><li>VoIP </li></ul><ul><li>Document Imaging </li></ul><ul><li>Connectivity </li></ul><ul><li>Field Electronics – Cameras/Laptops/Video </li></ul><ul><li>Integrated Project Management Systems </li></ul>/17 The Big Picture View – Connections
  3. 3. The Benefits of Technology <ul><li>Lowered costs </li></ul><ul><li>Real-time information </li></ul><ul><li>Anytime / anywhere information </li></ul><ul><li>Increase revenue per employee </li></ul><ul><li>Integration with suppliers </li></ul><ul><li>Improved customer service </li></ul>/17 Bonus - Improved Quality & Controls
  4. 4. Implementation: Best-of-Breed / Total Integration <ul><li>Team A </li></ul><ul><li>All players 10% above avg. performance </li></ul><ul><li>The players don’t talk to each other </li></ul><ul><li>Coach has to talk to each player individually </li></ul><ul><li>Each player is fighting for the most resources </li></ul><ul><li>Sometimes they get into fights </li></ul><ul><li>Team B </li></ul><ul><li>All players average performance </li></ul><ul><li>They all like each other & work together </li></ul><ul><li>Coach can talk to everyone using the same language </li></ul>The Sports Team Model Which team would you bet on? /17
  5. 5. Implementation: The Planning Process /17 Implementation Phase / Cost Of Problems
  6. 6. Implementation: Technology Adoption Process <ul><li>An 80% solution implemented fast across the company is far better than a 100% solution and a failed or slow implementation. </li></ul>/17 People – Crossing the Chasm
  7. 7. Implementation: Start Slow – Finish Fast <ul><li>Pick one simple process with a clear ROI </li></ul><ul><ul><li>EXAMPLE: Timecards </li></ul></ul><ul><ul><li>Current Cost: Estimate time to fill-out, double data entry, errors, error correction </li></ul></ul><ul><ul><li>Simple App: Web-based entry, spreadsheet with automatic import to acctg., etc. </li></ul></ul><ul><li>Beta: Start with one project and get it working right. </li></ul><ul><li>Rollout: Implement 100% across the organization </li></ul><ul><li>Brag: Make a huge deal about the beta testers, the ROI, less errors, etc. </li></ul>/17 The Marathon Runner Strategy
  8. 8. Royal Electric – Paperless A/P & PO Process <ul><li>Initial ROI based on simple savings for A/P personnel </li></ul><ul><li>Actual ROI </li></ul><ul><ul><li>Less purchasing agents </li></ul></ul><ul><ul><li>More vendor discounts for early payment </li></ul></ul><ul><ul><li>Less personnel for T&M billing </li></ul></ul><ul><ul><li>Catching more discrepancies in vendor pricing </li></ul></ul>/17 Saving Money – Growing The Company
  9. 9. CASE STUDY: VoIP /17 Voice Over IP – Integrated Communications
  10. 10. Tablet PC’s For The Contractor <ul><li>Field2Base </li></ul><ul><li>Forms </li></ul><ul><li>Handwriting recognition </li></ul><ul><li>Camera </li></ul><ul><li>Sketch application </li></ul>The Improved Notepad /17
  11. 11. CASE STUDY: [email_address] <ul><li>Standardization of Work Papers and Final Product </li></ul><ul><li>Leverage limited staffing resources </li></ul><ul><li>Lower cost of long term storage </li></ul><ul><li>Providing better services through instant access to information </li></ul><ul><li>Unexpected benefits not considered – we do not have to chase down files </li></ul><ul><li>The acceptance curve for 1 st & 2 nd generation paperless applications </li></ul>/17 Compliance, Quality & Service
  12. 12. CASE STUDY: General Electric & e-Business <ul><li>With over 400,000 employees and worldwide operations GE started their e-business and digitization strategy very slowly </li></ul><ul><li>One of their first applications was consolidation of business card ordering across the company via a website in 2000. </li></ul><ul><li>Cost of Web App: About $20K </li></ul><ul><li>Annual Savings: About $500K </li></ul><ul><li>From there they built another, larger series of online procurement and management applications </li></ul><ul><li>They then stitched them together into digital dashboards for managers to make better decisions. </li></ul><ul><li>Current: Billions of dollars worth of transactions and processes have been “digitized” </li></ul><ul><ul><li>Where can you start? </li></ul></ul>/17 From Business Cards To Billions $$
  13. 13. CASE STUDY: Tech. Project Mgmt. 101 <ul><li>B.A.S.E. </li></ul><ul><li>Bay Area Security Enhancement </li></ul>/17 Protecting Bridges & Tunnels After 9/11
  14. 14. CASE STUDY: Project Mgmt. Integration <ul><li>Future technologies such as XML will help integrate both of these approaches – which one is better for your company today? There is no standard answer. </li></ul>/17 Which Direction To Integrate? 1 PROJECT – 1 SYSTEM All engineers, contractors and suppliers using a common system 1 COMPANY – 1 SYSTEM All functions in the company including estimating, accounting, project management, fleet management and tools seamlessly integrated
  15. 15. The Future: Post-Implementation <ul><li>Documentation Of System </li></ul><ul><li>Re-Assessing Vendors </li></ul><ul><li>Maintenance </li></ul><ul><li>Refine People Processes </li></ul><ul><li>Planning Your Next Move… </li></ul>/17 Little Details That Matter
  16. 16. The Future: Tinkering For Success <ul><li>Technology innovation works the same </li></ul><ul><li>Find the technology enthusiasts and visionaries </li></ul><ul><li>Give them room to “play” – watch the results </li></ul>/17 Little Experiments = Big Successes ” I know I am wasting 50% of my marketing budget … my trouble is that I don’t know which 50%.” - John Wannamaker
  17. 17. Q&A /17

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