Implementing a digital tool or platform can be quite a process, especially for larger organizations. Unlike personal gadgets like smartphones, where you just swap the device for a new one and tap a few buttons (if only it were that easy!), integrating new technology into a construction firm involves careful planning across multiple teams.
It's not just about installing software; it's about ensuring that the new system aligns with your workflows, is embraced by your team, and ultimately drives better project outcomes.
For this week's Behind the Build series, we interviewed two people with hands-on experience in a company-wide tech rollout.
Meet Adam Roberts, Corporate Quality Data Analyst at Rosendin Electric, and Dee Farmer, Senior Quality Department Manager, also at Rosendin Electric.
Adam and Dee recently implemented Autodesk Build at their firm and revealed the rollout strategy that led to a seamless transition and positive impact. In our insightful conversation, we discussed their approach to implementing the solution, what they did to get folks on board, and the results they've seen so far.
Check out what they have to say.
Dee: Founded in 1919, Rosendin is one of the country’s largest electrical contractors nationwide and currently employs over 9,000 employees with a net worth of $2.9 billion in annual revenue. We pride ourselves on building quality electrical and communications installations, as well as building up the people within our company and the communities we all work and live in.
Our team provides support for our employees to ensure the highest-quality electrical installations are completed and turned over to our customers. We are committed to providing our teams with comprehensive training and expertise to deliver the best product possible.
I specialize in helping the team wherever help is needed. As the Quality Department Manager, I organize our department team building events, meetings, annual summit, and annual quality week plans. I also work alongside compliance with the company's manual development and lead the Quality Champions program.
Adam: Rosendin has been operating for over 100 years and is 100% employee-owned. We seem to attract individuals who care greatly and want to put their best foot forward. Going above and beyond seems to be Rosendin's modus operandi.
As for my specialty, I focus on data analysis and dashboarding, which revolve mostly around the data harvested from Autodesk platforms (BIM 360 and Autodesk Build). I have built internal dashboards using Power BI as our backbone for report consumption. I also help support ACC Build requests and issues alongside Dee, we have built a support structure our project teams can rely on to get help quickly. I have also helped with ACC Build training and continue to help develop our program to ensure our users have the resources and training they need to continue to build high-quality projects.
Dee: A colleague referred me to Rosendin in early 2016. I started as the Quality Control Administrator for the renewable energy division, where I initially used Vela (BIM 360 Field) for our projects. A few of my responsibilities included creating new projects and setting them up with equipment and checklists, printing blank checklists, and compiling them into binders. Once the project was completed, I would enter the completed reports into BIM 360 Field and turn them over to the owners or GC for completion.
Over the years, my role has evolved significantly. In recognition of my experience with the platform across numerous projects, I was invited to join the Corporate Quality Department in 2021. Since then, I’ve transitioned to BIM 360 Next Gen and currently Autodesk Build via Autodesk Construction Cloud. This journey has been incredibly rewarding, reflecting the dynamic changes in our field and the continuous advancement of our tools and processes.
Adam: I come from a technical background. I started my career in IT in 2010 and joined Rosendin in that capacity in 2014. My technical prowess is what made me attractive to the Quality department. There was an opportunity to move over in 2020 to help with a new dashboarding and data analysis objective. I worked very closely with someone from the Quality team, and we had a good rapport. Since then, I have helped develop analytic solutions that are far-reaching in our organization.
I'd like to think that I got the job because I was a good fit personally. Obviously, the skills help, too, but our team seems like it's built up of individuals who work really well together. Our mutual boss, Brandon Floyd, often says that the team was handpicked as much as it could be.
Dee: One of the biggest challenges I face in my role is providing effective in-person training across our nationwide offices to ensure the successful rollout of Build. Due to tight timelines and our team's diverse learning preferences, it's crucial to accommodate both face-to-face and self-paced online training.
Technology helps me overcome this challenge by enabling web-based training solutions that cater to various learning styles. This allows me to help deliver comprehensive training programs efficiently and flexibly.
Adam: My biggest challenge seems to be the accurate collection of good information at the project level, that we can use to make organizational improvements. There are several contributing factors, and we acknowledge that there are many things to juggle for a project to be successful. We believe that Build will help streamline and simplify processes for the project and field staff while also allowing us to gather more accurate information, which we can use to make better decisions at a higher business level.
Dee: In the rollout of Autodesk Construction Cloud for Rosendin, I played a pivotal role in several key areas. Initially, I was part of the pilot program with the Autodesk team, contributing ideas and feedback to enhance the Build implementation to meet our field technicians' needs and improve turnover documentation.
Our rollout strategy included setting up a comprehensive communication plan for our employees and creating a LinkedIn learning path with links to the Autodesk Build training modules. This learning path served as a prerequisite for the in-person training sessions conducted across Rosendin's nationwide offices. We also implemented Rosendin learning credits for each module and training course completed for Build.
Furthermore, I coordinated in-person and remote project admin training to ensure our teams were set up for a successful training rollout. Another critical aspect of my role involved setting up new projects and managing permissions according to our company standards using a ticketing system. I also logged product support feedback and provide feature requests to Autodesk to continuously help improve the platform.
Additionally, I worked closely with our IT department to facilitate the transition of new PlanGrid projects to Build, addressing any miscommunications and ensuring a smooth rollover process.
Adam: Rosendin is currently rolling out Autodesk Build company-wide. Our department has a large stake in the success and adoption of the solution as it pertains to data strategy (which directly benefits my day-to-day workflows). I also have prior experience with conducting training. I believe my skills made me a logical choice to assist with program development, rollout, and training. We have a small team and most of us are involved in every facet of our program. Personally, I contributed greatly to building our template and project provisioning documentation, as well as developing our IT support structure and ticketing process, and have attended every in-person training that was conducted.
Dee: The impact of the rollout this past year has been significant across our company. I have seen a high level of engagement in the training programs across all regions, with employees eager to learn and adapt to the new system. The feedback has been overwhelmingly positive, even with the considerable shift to a new application. Users have expressed a strong preference for the platform, indicating a desire to replace several of our current tools with Autodesk Construction Cloud’s comprehensive suite. This enthusiasm and adaptability have greatly facilitated the transition and promise enhanced efficiency and productivity company-wide.
Adam: We have been actively rolling out Build projects for about five months (outside of our pilot). Many people across the company are actively engaged with providing us feedback and feature requests – they have really gotten behind Build. We have found that the data we see in the platform is much more helpful and targeted when it comes to analysis and potential change.
Dee: The Autodesk platform allows me to efficiently provision new projects, providing a structured learning environment for those interested in using it as a sandbox. Also, it provides visibility to all projects, ensuring that construction quality management protocols are consistently applied and maintained. This integration enhances project oversight, supports continuous learning, and maintains high standards across our operations.
Adam: From an analytics standpoint, we can guide users into making better choices pertaining to the data they are putting into the platform. That helps me provide the best information to our stakeholders when it comes to process improvements.
Also, Autodesk's reference and learning resources have really empowered users to seek their own answers and learn at their own pace. This has reduced the number of overall tickets and questions our team gets.
Dee: What I value most about our partnership with Autodesk is the exceptional relationships we have developed with our account representatives and trainers. They are diligent, personable, and genuinely invested in ensuring the platform's success for our company. Their commitment and support have been instrumental in helping us maximize the benefits of the Autodesk platform and foster a collaborative and productive partnership.
Adam: The team at Autodesk has been great. We are a vocal customer—for better or for worse—and we ask for a lot. Our Autodesk team works to get us information we need fast. What I value most is that Autodesk understands our goals and our needs when it comes to the platform, and they're always there to help facilitate that.
Dee: I would strongly advise prioritizing early and maintain consistent communication about the rollout across all departments, ensuring that this communication starts several months in advance and includes clear expectations. I would also develop project-specific training materials tailored to the unique needs of your teams focusing on enhanced operations and efficiency.
Adam: For starters, get out to a project. Put yourself in their shoes. Try to understand their needs. Develop your program around the people doing the work.
My goals regarding data don't align with anyone at the project level. However, if you want a new platform to be fully adopted, it needs to be designed in a way that is value-added to the people using it, and it needs to fit their workflows. You can't just buy new software and expect people to develop it on their own.
Secondly, train more and train continuously. You will always have new people coming to your company and there has to be training content for them to consume when they get there. Also, communicate more than you think you need to.
Lastly, keep developing and reviewing. Once your initial rollout is complete, keep having conversations about the program. Adjust and improve based on the feedback you receive. Keep going.
