Kevin Breslin | Services Manager
Is it worth it . . . ?
The question is asked either out loud or to one’s self when deciding whether or not to invest in an upgrade. At one time, I was on the other side of the fence in the engineering world where that question was literally asked many times. Now that I’ve seen this from both the customer’s side as well as the services provider’s side, I have a better and deeper understanding of what this really means and what the considerations and implications are.
So, what is the answer?
Let’s start by defining what the “Upgrade” is.
In the case of working in the land development/civil engineering/survey (infrastructure) industry, the process of an upgrade in most people’s minds involves purchasing and installing new software and acquiring training. This is what owners or managers (a.k.a. decision makers) usually think of when they ask the question. And while this may be the first thing people think of, you’ll see that there are other equally important factors we need to consider as well.
With regard to software upgrades, most simply gravitate to the next numbered version of the software they’re using today. It seems logical that the latest and greatest is the version of the software with the highest number, right? Well, not always. While the latest version of the software you use now in most cases is the most sophisticated, it may not be the only choice or even the right choice.
Because the tools, technologies and services associated to the land development industry evolve over time, the need for different and sometimes unknown tools may be the necessary key to success. Using the Survey industry as an example, in just the last 20 years both the tools used as well as the services provided have expanded considerably. Simply using the latest version total station and its proprietary desktop software (as you may have used 10 years ago) will likely not allow you to engage in many new technologies and services. Today, surveyors are using robotic totals stations, GPS, ground-based HDS 3D scanners, UAV for photogrammetry, etc. . . . Simply having the latest desktop software for your total station will not be sufficient if you intend to provide 3D laser scan clouds as a deliverable.
With training in mind, the answer in most cases is “yes” there is absolutely value in technical training for designers and engineers. As with any technology, knowledge of how to use the tools of the trade to perform your work is crucial. There are few things more distressing in our industry than seeing designers/engineers using modern, state of the art BIM technology such as AutoCAD Civil 3D, in the same way they were using AutoCAD to draft (i.e. electric pencil) 15 years ago! It’s like putting a Yugo engine in a Ferrari.
So, how do you really get the most value (ROI/bang for the buck) return on your upgrade investments?
First we need to identify and understand a few other important aspects:
What type of design product(s) does the organization need to create?
This is not as simple as it sounds. If for example it’s a multi-discipline consulting engineering organization, this could range from plan sets of conventional engineering and construction documents printed on paper or exported to an electronic document (DWF, PDF). Or, it could be intelligent BIM models of site designs ready for integration with other BIM technologies such as Revit. Or even design surface models which are going to be used for automated machine grading systems.
Knowing what your actual organization needs are is key. You can’t set a path to a destination if you don’t know where the destination is. You need to ensure you’re using the right tools for the job before you jump into an out-of-the-box training class or simply install the latest version of your favorite CAD software. Also, while identifying what your deliverable needs are for today is important, it’s also important to consider what your future needs may be. This is obviously more difficult to do. However you can take steps to “future proof” your business by staying plugged in to evolving industry trends. In many cases the software and hardware technology leaders will show their hand well in advance of new technologies gaining footing in a given industry.
What do your designers/engineers actually know now, and how are they using design technology today?
To quantify this in a measurable way, you need to assess the user’s knowledge of the software they’re using today, as well as with the tools you’ve determined are needed to ultimately achieve your intended goals as an organization for the near future.
Do you have the necessary infrastructure (workstations, network, etc.) to use the needed software?
This question is easy to understand, however it’s often a question that CFO’s, owners (i.e. holders of the purse strings) would like to avoid dealing with. Who can blame them? It’s never cheap and always involves a degree of disruption when being implemented. That said, at some point it is unavoidable.
Even technology neophytes understand that a 7-year-old PC is not state of the art. If the determination is made that your organization needs to use powerful, modern design technology software to be successful, it’s inevitable that the subject of hardware, workstations, servers, WAN, etc., is addressed and that it meets the needs of your design software. This includes the network environment where users can effectively collaborate on projects.
Now that we’ve dug in a bit deeper, the question has evolved beyond just technical education and installing the latest version of your current design software, and has grown substantially. This is usually the point where many get overwhelmed and shelve the idea until it becomes an urgent problem, at which point they often scramble and make rash decisions that usually fail to prepare them for success.
Sadly over the years, I’ve seen many times where organizations have put off upgrading (training, updated software, hardware, etc.) until it becomes an absolutely necessity that they must deal with to continue to win business. At this point, most have not planned or budgeted for the time and expense needed to do things properly, and end up cutting a lot of important corners in the process. The end result is often frustration and, many times, a lesser degree of productivity than they had before the upgrades. This brings me to the last point which is the need for planning.
Taking into account all of the variables and factors involved in investing in upgrading, a plan to do so is a critical factor to ensure a successful implementation with minimal productivity disruptions, and the ability to quickly and efficiently achieve your intended goals.
Side note: At IMAGINiT, this whole process (in part or in whole) is one of the fastest growing services we provide to our customers and is a big part of our daily lives. We have the benefit of the aggregate of the acquired experiences of not only our technical team from all over the US and Canada, but also the lessons learned by our customers who have experienced failed and successful implementations. We know what works, and equally important, we know what doesn’t work. I’ll save the services pitch for another post but suffice it to say if you’re contemplating this process, don’t hesitate to reach out to us. We can help. Back to the subject at hand. . .
We all know the saying “Failing to plan, is planning to fail”. And while it’s a cliché, it is for the most part accurate.
Once you’ve gone through the other steps noted and have identified everything that needs to be done, putting a plan, budget and schedule together is the best way to start the journey.
In summary, when you ask the question “Is it worth it” . .
. . to upgrade
. . to train your team
. . to update hardware
. . to evaluate and refine your standards and workflows. . . .
the short answer is, it depends.
It depends if your organization has the necessary tools, knowledge and environment to deliver the product(s) needed to be successful and competitive within your market. If the answer is “no”, you need to get started sooner than later. You don’t want to be one of the “failure case studies” cited as the justification that another organization should plan to do it right.