ASSIGNMENT:  From Chapter 3, pages 89-90, WEB-BASED CASE.  Read the following case and answer all questions. BBC DIGITAL MEDIA INITIATIVE REVISITED Once your Graded Assignment is uploaded, a program called Turn It In will analyze your submission for plagiarism.  Submissions with more than 10% will not be accepted!  please find below case study WEB-BASED CASE BBC Digital Media Initiative Revisited  The National Audit Office (NAO) scrutinizes public spending in the United Kingdom. Its memorandum on the BBC’s DMI project reported on several key findings. First, the in-house team was severely challenged by the fact that the project was already 18 months behind schedule when they began work on the project. Second, the technology team issued releases throughout the project that did not meet end-user expectations and eroded confidence in the project. Third, the BBC focused more on the technological development rather than on encouraging organization-wide changes in workflow that would encourage adoption. Finally, the NAO concluded, the DMI lacked governance arrangements for the scale, risk, and complexity of the project.  Do research online to identify the capabilities of digital asset management software. What are the top-rated digital asset management software products? Who uses this software?  Given the NAO’s findings and what you discover about available off-the-shelf products, would it have been wiser for the BBC to adopt a collection of these existing products? What actions would be necessary to gain the cooperation of the business units to incorporate this collection of products into their work processes?  CASE STUDY Webcor : Building Buy-In in the Brick-and-Mortar Business Founded in 1971, Webcor Builders is one of the largest construction companies in California and one of the largest green construction companies in the United States. Committed to innovative practices, Webcor has gained considerable attention due to its award-winning construction, historic restoration, and seismic renovation work. As Webcor expanded from multifamily residences to commercial offices, interiors, retail, public works, parking structures, and federal, education, and healthcare facilities, the company opened offices first in San Francisco, and then in San Diego, Los Angeles, and Alameda. Its merger with the large Japanese construction firm Obayashi positioned the company to reach customers along the Pacific Rim, with a new office in Honolulu. Along with developing innovations in building materials and methods, Webcor has leveraged cutting-edge information technologies—in an industry that is often slow to consider, accept, and adopt IT advances. As early as 1984, Webcor integrated the Apple desktop into its work process. In 2011, Webcor made a significant commitment to virtual design and construction in its public sector building projects. Adopting Vico Software’s 5D Virtual Construction application allowed Webcor to estimate costs, schedule projects, an.

1. ASSIGNMENT:
From Chapter 3, pages 89-90, WEB-BASED CASE. Read the
following case and answer all questions.
BBC DIGITAL MEDIA INITIATIVE REVISITED
Once your Graded Assignment is uploaded, a program called
Turn It In will analyze your submission for plagiarism.
Submissions with more than 10% will not be accepted!
please find below case study
WEB-BASED CASE BBC Digital Media Initiative Revisited
The National Audit Office (NAO) scrutinizes public spending in
the United Kingdom. Its memorandum on the BBC’s DMI
project reported on several key findings. First, the in-house
team was severely challenged by the fact that the project was
already 18 months behind schedule when they began work on
the project. Second, the technology team issued releases
throughout the project that did not meet end-user expectations
and eroded confidence in the project. Third, the BBC focused
more on the technological development rather than on
encouraging organization-wide changes in workflow that would
encourage adoption. Finally, the NAO concluded, the DMI
lacked governance arrangements for the scale, risk, and
complexity of the project.
Do research online to identify the capabilities of digital asset
management software. What are the top-rated digital asset
management software products? Who uses this software?
Given the NAO’s findings and what you discover about

2. available off-the-shelf products, would it have been wiser for
the BBC to adopt a collection of these existing products? What
actions would be necessary to gain the cooperation of the
business units to incorporate this collection of products into
their work processes?
CASE STUDY Webcor
: Building Buy-In in the Brick-and-Mortar Business Founded in
1971, Webcor Builders is one of the largest construction
companies in California and one of the largest green
construction companies in the United States. Committed to
innovative practices, Webcor has gained considerable attention
due to its award-winning construction, historic restoration, and
seismic renovation work. As Webcor expanded from
multifamily residences to commercial offices, interiors, retail,
public works, parking structures, and federal, education, and
healthcare facilities, the company opened offices first in San
Francisco, and then in San Diego, Los Angeles, and Alameda.
Its merger with the large Japanese construction firm Obayashi
positioned the company to reach customers along the Pacific
Rim, with a new office in Honolulu. Along with developing
innovations in building materials and methods, Webcor has
leveraged cutting-edge information technologies—in an industry
that is often slow to consider, accept, and adopt IT advances. As
early as 1984, Webcor integrated the Apple desktop into its
work process. In 2011, Webcor made a significant commitment
to virtual design and construction in its public sector building
projects. Adopting Vico Software’s 5D Virtual Construction
application allowed Webcor to estimate costs, schedule projects,
and manage projects with increased efficiency. With this
software, Webcor can take its customers through a series of
what-if scenarios that allow them to make key design decisions
from the start. Frank Haase, Director of Virtual Building at
Webcor, explains, “We have amassed a knowledge base of real
data—from past projects and from our subcontractors—that
when combined with the integrated 5D approach gives us an

3. unprecedented planning and management capability on all
projects. The precise information derived from this approach,
both in preconstruction planning and in ongoing construction
operations, helps us to resolve issues early and to make prompt
fact-based decisions.” Using the software, Webcor can also
predict the scheduling and cost impact of changes that occur
throughout building design and construction. The big question
many observers asked was, “How did Webcor Builders manage
to persuade its workforce to adopt the new technologies?” The
decision to adopt the system involved fairly high risks, given
the potential resistance of its end users. As Vince Sarrubi,
Webcor CIO, explained the complexity of the challenge, “Blue
collar industries tend to focus on completing tasks, meeting
deadlines, and doing what they know how to do mean changes
to physical work practices, which could mean missing a
deadline. These workers live in the physical world and have
been manually practicing their art for years. There’s a mentality
of ‘head down and nose to the grindstone gets the work done’
and ‘if it ain’t broke, don’t fix it.’ ” So, how did Webcor
achieve this success? First, Sarrubi is not alone in leading the
call for innovative IT utilization within the company. Webcor
cites innovation as one of its strengths, and its top management
has been firmly committed to technological innovation.
Company CEO Andy Ball spearheaded the virtual construction
project. He insists, “Change is never easy, and it has an
emotional toll and it has a financial toll. Initially, it has a
reduction in productivity in order to have a significant gain in
productivity. So all of these things sort of work against change,
but if you don’t embrace it and you don’t move forward, you’re
just going to move backward and fall off the back because it
occurs every day.” The management of Webcor understands the
risks and advantage of innovation and is fully invested in seeing
it through. With the firm backing of the top management team,
Sarrubi has used two tactics to persuade his blue-collar
workforce to adopt technological innovation. First, Sarrubi
searches for and hires what he calls technology “cheerleaders,”

4. young college graduates who are more collaborative and who
have embraced technology from their early years as a means of
producing higher quality work in less time. “Once older workers
see a ‘greenhorn’—a new construction worker—using
technology to manage a job, the older, senior superintendents
begin to see the benefits of the technology and start to hop on
the wagon,” Sarrubi confides. This strategy successfully
persuaded older employees to adopt Box, a cloud-based storage
platform for the company’s architectural drawings and financial
documents. Cloud technology has facilitated low-cost
collaboration and electronic document management for both
Webcor and its subcontractors. For a small fee, workers can use
the Box application and an iPad to access drawings and 3-D
models, report problems, submit inspections, and notify all
stakeholders of issues or changes. Sarrubi recalls how Webcor
adopted Box technology: “Our enterprise adoption of Box grew
out of a trial at one job site and just took off, caught fire,
adoption-wise…. All of a sudden, what started as a small group
test project grew into almost one hundred Box users within a
few weeks. The match that lit the Box fuse was word-of-mouth
employee testimonials within the company.” In addition to his
cheerleader approach, Sarrubi also makes sure that working
with the new technology is “as easy as using Amazon.” Cost,
scalability, and return-on-investment are important factors the
company considers when making IT decisions, but end-user
preference is also a big factor in what technologies the company
adopts. When deciding between different technology solutions,
Sarrubi tells Webcor’s top management to “slip on the user’s
boots and walk a mile.” That he feels will lead to the best IT
choice.
Discussion Questions
1. How has Webcor used technology to support project
management in the construction field?

5. 2. List the main lessons IT managers can learn from Webcor
Builders about the successful adoption of new technologies.
3. Webcor bought an application called PlanGrid to mark up
construction blueprints on iPads. PlanGrid can be used when the
workers are offline and later syncs up with files on the Box
platform. Webcor frequently follows this approach of buying
applications and then building application programming
interfaces (APIs) to connect these programs to its main
enterprise systems. What are the advantages and disadvantages
of this IT development process? 91 Project Management
Copyright 2016 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s). Editorial review has deemed
that any suppressed content does not materially affect the
overall learning experience. Cengage Learning reserves the
right to remove additional content at any time if subsequent
rights restrictions require it.
4. How might developing whole IT systems themselves, rather
than adopting already developed solutions and integrating them
using APIs, change Webcor’s ability to encourage IT adoption?
5. What obstacles do companies face when developing
customized IT systems themselves? Under what circumstances
does it make sense?
Sources:
Webcor Builders, www.webcor.com, accessed October 5, 2014;
“Webcor Builders Standardizes on Vico Office for Virtual
Construction,” Vico Software, June 9, 2011, www
.vicosoftware.com/0/webcor-builders-standardizes-on-vico-
office-for-virtual-construction/tabid/250240 /Default.aspx;
Florentine, Sharon, “Construction Company CIO Builds a Better
Business with the Cloud,” CIO, August 1, 2014,

6. www.cio.com/article/2459507/leadership-
management/construction -company-cio-builds-a-better-
business-with-the-cloud.html; “Webcore Builders Named as
2014 Contractor of the Year,” Market Watch—PR Newswire,
August 6, 2014, www.marketwatch.com /story/webcor-builders-
named-as-2014-contractor-of-the-year-2014-08-06; Geron,
Tomio, “Webcor Moves Construction Industry to the Cloud,”
Forbes, August 21, 2013, www.forbes.com/sites
/tomiogeron/2013/08/21/webcor-moves-construction-industry-
to-the-cloud/; Green, Laura, “Andy Ball Leads Webcor Builders
into a New Age of Construction,” Smart Business, September 1,
2011, www.sbnonline.com/article/andy-ball-leads-webcor-
builders-into-a-new-age-of-construction/.
NOTES
Sources for the opening vignette: Rushton, Katherine, “BBC
Ditches Siemens from £80m DMI Scheme,” BBC, December 10,
2009, www .broadcastnow.co.uk/news/broadcasters/bbc-ditches-
siemens-from-80m-dmi-scheme/5008953. article; Glick, Bryan,
“The BBC DMI Project—What Went Wrong?”
ComputerWeekly.com, February 5, 2014,
www.computerweekly.com/news/2240213773/The-BBC-DMI-
project-what-went-wrong; Glick, Bryan, “Lack of Business and
IT Engagement Led to BBC DMI Failure, Say MPs,”
ComputerWeekly.com, April 10, 2014,
www.computerweekly.com/news/2240217918/Lack-of -
business-and-IT-engagement-led-to-BBC-DMI-project-being-a-
complete-failure-say-MPs; “Digital Media Initiative,
Memorandum prepared by the Comptroller and Auditor General
presented to the BBC Trust, National Audit Office, British
Broadcasting Corporation—Digital Media Initiative,” January
2014, www.nao.org.uk/wp-content/uploads/2015/01/BBC-
Digital-Media-Initiative.pdf. 1 “CHAOS Manifesto 2013; Think
Big, Act Small,” The Standish Group, www.versionone.com
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7. 2014. 2 “PMI’s Pulse of the Profession,” Project Management
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Management System,” Zdnet, April 2, 2012,
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billion-court-management -system/15363. 5 Brino, Anthony,
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27, 2013, http://vtdigger.org/2013/09/27/builder-states-health-
care-exchange -misses-key-deadliness/. 92 Chapter 3 Copyright
2016 Cengage Learning. All Rights Reserved. May not be
copied, scanned, or duplicated, in whole or in part. Due to
electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s). Editorial review has deemed
that any suppressed content does not materially affect the
overall learning experience. Cengage Learning reserves the
right to remove additional content at any time if subsequent
rights restrictions require it. 7 Goswami, Neal, “State, CGI Sign
Amended Contract with New Timetable and Penalties,” Vermont
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www.vermontpressbureau.com/state-cgi-sign-amended -
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connect-deadline-again. 9 Remsen, Nancy, “Health Site
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8. ObamaCare Site,” Fox News, August 5, 2014,
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13 Brown, James, “6 Things to Remember When Projects Spiral
Out of Control,” SAP Community Network, September 27,
2013, http://scn.sap.com/community/it-management/blog/2013
/09/27/6-things-to-remember-when-projects-spiral-out-of-
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