1. Start with yourself: proactive management in BIM projects, ensure internal and external buy-in, actively listen to stakeholders, set clear expectations, and provide various training types to enhance team performance and project success.

be a leader and a manager

• manage issues
• be proactive
• lead your firm in a positive direction

schedule time for self-improvement and self-education

spend time on solutions

document areas of self-improvement and follow through

surround yourself with other management contacts who can mentor you

mentor others

2. Authorities

internal buy-in

• upper management
• project prcurement
• reduce factors
• reduce costs
• mitigate risk, improve workflow, increase roi
• middle management
• department level under supervision of middle manager
• significant value for BIM managers
• workers
• bottom-up approach to management
• success story and development of department 'champions'
• project teams
• authority rides on the buget and success of project its tied to.

external buy-in

• project partners
• consultants
• sub-contractors (software they are using; enable your authority)
• software companies
• government regulations

client buy-in (review)

• a certain deliverable (3D model, file type)
• client wants these standards met for a specific reason
• ultimately, its about the client paying for you to meet and address their specific needs

Take Ownership

• you are in charge of the project. addressing each step it will take to become a success and sell value.
• the stakeholders are still internal, external, and client
• share the team's success

3. The Art of Listening

ask questions, investigate, listen, create solutions

Document Ideas/Suggestions

• document problems your users have, be it in a noetbook or spreadsheet
• these issues can be used as training topics

ASK open-ended questions

• avoid yes or no questions
• ask questions that create conversation and explanations
• TED (tell, explain, describe)\

Establish a relationship of Respect and Trust

• always treat audience as respected professions
• listen to their concerns
• remember concerns of others
• develop a solution that works and avoids office politics and management concerns

4. Setting Expectations

define what needs to be done

Documenting and communicating Expectations (written)

• project BIM/CAD standards manual
• BIM execution plan
• company BIM/CAD standards manual
• pre-created project content

Documenting and Communicating Expectations (verbally)

• project kickoff meeting
• all project team members (managers too)
• cover technical and design facts, conditions, issues. everything.
• assign roles and communicate tasks
• provides everyone baseline information
• project postmodern (review good and bad during the project)
• what worked well and what needs improvement
• praise successful parts of the project to reinforce good BIM usage and habits
• NEVER MENTION ANY EMPLOYER BY NAME.
• review the areas where value (hours, productivity) was lost and how it can be redeemed in the next project.

Setting Deadlines

• coordinate BIM with schedules set by project management
• delays cost money.

Lead by Example: Follow through on expectations

• BIM managers must be organized and lead by example
• most important: maximize profitability and success of your organizations within management direction

5. Trainings

Types of Training

• all day - comprehensive. multiple people.
• lunch hour (brown bag)
• on demand - group of employees for a specific task on a project
• over the shoulder - one on one