INDUSTRY WATCH
enormous amount of paperwork embedded within our best practices have been relieved due to a majority of the paper-based processes being replaced by electronic and digital workflows . Now people are being monitored and rewarded for work that each one of them drive at each level in the system process- thus employing gamification within ERP systems . Less effort was now required to handle the same process and employees who were overwhelmed with manual systems were now being transformed to knowledge workers , thus including them in the entire systems lifecycle .
In year one of this implementation we were able to save millions in paper and document storage by digitising our processes . In 2016 we will be focusing of project collaboration systems to enable drawing and BIM submittals online , thus eliminating large amounts of paper used in these regions .
We were particularly concerned about being environmentally conscious and thus host our private clouds in Tier 3 data centres across the globe and utilising virtual computing to reduce carbon footprint compared to traditional enterprise data centres and computing technologies .
How have recent projects helped Drake & Scull distinguish itself from regional competitors ? Ability to rapidly deploy technology and cost control solutions . Enabling flow of information across the entire project lifecycle that assist with timely decisionmaking .
Being in construction industry & a main contractor , subcontractor management and scheduled inventory management are critical to manage our operating cash flow . Hence , the integrated suite of systems including the ERP provided a platform to harness lean process management . Having a “ Just in time ” inventory management systems integrated into project contract management was a sure differentiator for the contracting industry in the
Middle East where we operate . This contributed to large waste reductions with multisite stock inventory now available through the central stores systems .
In addition , implementation of this concept , Central Stores is a virtual space and warehouse space and physical storage was almost eliminated . For a Cost management perspective budgets were now being monitored in realtime to a 7 level hierarchy of material , labour , assets , equipment and subcontractor aligned at the activity level . This is particularly important as capital costs rise along with labour , material & other resources , increased emphasis on plant availability defines the measure of the projects delivery .
We have mastered the art of the change management process in the past however ; the digitisation of the “ Change Order & Budget Uplift ” process , which is now integrated into the budget , resulted in an impactful savings in time , money and created flexibility for key stakeholders to be within the approval process anywhere , anytime and on any mobile device .
There is a general perception among most CIOs that IT is not adequately heard in top-level executive management talks . What do you think about this school of thought ? There is a definite truth about this perception and I have been on both sides of this conundrum . IT all depends if you are employed to ‘ manage ’ or ‘ transform ’. If you are brought in to manage a portfolio , this is more of a cost and resource management role and with defined process and governance frameworks , little or no change is required . However , when one is required to transform the ordinary and reject limitations of common thinking to create momentum using disruptive technologies , this can only be achieved rapidly with executive sponsorship . It all really depends on what level you enter the organisation , to break out of the ‘ box ’ of limitations to achieve successful innovation .
WE WERE PARTICULARLY CONCERNED ABOUT BEING ENVIRONMENTALLY CONSCIOUS AND THUS HOST OUR PRIVATE CLOUDS IN TIER 3 DATA CENTRES ACROSS THE GLOBE AND UTILISING VIRTUAL COMPUTING TO REDUCE CARBON FOOTPRINT …
If you are in a CIO capacity or have executive IT a mandate then , a place at the table with a forum to be heard is fundamental to the success of a transformational destiny . Since the journey of “ end to end ” convergence takes three years , its important to keep the Board updated on the progress so that they continue to support the large investment initiatives by demonstrating short terms results so that they focus on the long term gains and return on their investment . Usually business transformation measurement is realised after the second year and ROIC after year three thus requiring the CIO to be creative in Executive Stakeholder Management to keep them at the forefront of this change initiative .
At the same time , being a CIO within the context of an underpinning economic crisis has the board focusing on mere survival where the CFO & COOs mandates are more audible than innovation budgets the CIO is advocating . Time , place , industry and economic situations usually define Board sensitivity to IT initiatives and investments required .
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