1. 1. REMINDER Check in on the COLLABORATE mobile app A GC's Perspective on Primavera Unifier Prepared by: Chad Brady Project Controls Manager Mortenson Construction Implementation Successes & Challenges To Migrate or NOT to Migrate Existing Data User Experience Session ID#: 15452
2. 2. M. A. Mortenson, Sr. had one purpose in mind when he founded Mortenson Construction in 1954 . . . To build structures and facilities for the advancement of modern society. Family-owned firm 60 years strong Seven geographic office locations Seven industry-specific operating groups Industry leaders in technology & sustainability 2,175 team members Leadership, stability & financial strength
3. 3. Background Degree in Construction Engineering w/EIT, North Dakota State University Started with Mortenson 1997 Project Manager on many complex projects Chad Brady, LEED AP Project Controls Manager Mortenson Construction Phone: 763-287-5344 chad.brady@mortenson.com http://www.mortenson.com Notable Projects Sioux City IA Perry Creek Water Diversion & Outlet Structure EGF MN Elementary & Middle School Flood Recovery and Reconstruction Mpls MN U of M Walter Digital Technology Center Memphis TN - FedEx Forum (Grizzlies Basketball Arena) Mpls MN WalkerArt Center Expansion Duluth MN St. Marys Duluth Clinic 1st St Building St. Paul MN Wilder Center
4. 4. Agenda Dynamics of a General Contractor Selection Process Implementation Maintenance Future of Unifier in Construction Take-Aways
5. 5. History Lesson Expedition became unsupported in 2008 Customer feedback indicated the need for more transparency User feedback indicated the need for more collaboration Determined we needed to do something different with Expedition (high risk) in 2009
6. 6. Dynamics of a General Contractor Workforce Experience w/Technology, Types of Customers & Contracts, Diversity in Markets & Locations Served.
7. 7. Workforce Experience with Technology Paper & Pencil Fax Cell Phone Computers Tablets CADD BIM The comfort level that users have with technology in the work place, varies significantly from one end of the spectrum to the next, regardless of position or age. Suppliers Foremen Superintendents Field Engineers Project Managers Construction Executives Owners Designers
8. 8. A Sample Project
9. 9. Logistics . . . You want the stadium where?!?!
10. 10. Imagine the RFIs . . .
11. 11. Imagine the risks . . .
12. 12. Imagine the adaptation to change . . .
13. 13. Imagine the systems required . . .
14. 14. And walla . . .
15. 15. By the Numbers Staff of 45 Supervisory Personnel 1100 Craft Workers on site each day Over $1,000,000 / day put in place at the peak 5,100 Construction Issues 3,700 Requests for Information 66,500 Request for Proposals to Subcontractor/Suppliers
16. 16. Regional Offices Minneapolis Office Seattle Office Milwaukee Office Phoenix OfficeChicago Office Denver Office
17. 17. Industry Specific Groups Federal Contracting Group National Projects GroupRenewable Energy Group
18. 18. Market Diversity 9% 14% 15% 22% 30%Healthcare Renewable Energy Commercial Education Sports Research Recreational Hotel Telecom Correctional Manufacturing Other Key Segments
19. 19. Selection Process Must Haves vs. Nice to Haves, Market Investigation & Shortlisting, Demonstrations and Conference Room Pilots
20. 20. Time to Change Mission Critical Software Differentiate Mortenson Project Management Administration (PMA) INTUITIVE, COLLABORATIVE, INTERNET BASED software that encourages participation by Mortenson, Customers, Architects, Engineers, and Subcontractors. IMPROVES project COMMUNICATION by providing interactive live access to project documents and information. IMPROVES EFFICIENCY by decreasing paperwork and significantly reducing duplication of efforts.
21. 21. Self Evaluation Figure out whats important to the users and the Business Process map from cradle to grave SIPOC Identify must haves Keep an open mind Separate out the nice to haves Weight and prioritize them let the users vote to determine this Make sure everyone agrees Involve project personnel on up to executive leadership a good cross section is important
22. 22. Issue Management Must Have The manila folder
23. 23. WRITE NOTICE LETTERTO CUSTOMER WRITE NOTICE LETTERTO CUSTOMER FORWARDTO CUSTOMER FORWARD TO CUSTOMER SET UP CHANGE MGMNT# SET UP CHANGE MGMNT# PROJECT MANAGER REVIEW PROJECT MANAGER REVIEW DATE STAMP DATE STAMP COST ENGINEER PREPARES SUBS REQUEST FOR PRICING COST ENGINEER PREPARES SUBS REQUEST FOR PRICING SET UP CHANGE MGMNT# SET UP CHANGE MGMNT# PROJECT MANAGER REVIEW PROJECT MANAGER REVIEW COPY COPY FILE FILE FORWARD TO SUBS FORWARD TO SUBS RECEIVE SUBS CHANGE PROPOSALS RECEIVE SUBS CHANGE PROPOSALS FILE FILE DATE STAMP DATE STAMP COPIES SUB REQUEST FOR PRICING COPIES SUB REQUEST FOR PRICING DISTRIBUTE TO FIELD DISTRIBUTE TO FIELD YES REVIEW & ADDRESS PRICING ISSUES REVIEW & ADDRESS PRICING ISSUES LOG-IN CHANGE QUOTATIONS LOG-IN CHANGE QUOTATIONS COPY COPY FORWARD QUOTETO CUSTOMER FORWARD QUOTETO CUSTOMER FILE FILE NEGOTIATE CHANGE ORDER PROPOSAL NEGOTIATE CHANGE ORDER PROPOSAL DATE STAMP DATE STAMP FILE CONTRACT MOD FILE CONTRACT MOD PREPARE SUBCONTRACT CHANGE ORDERS & UPDATE COST STATUS REPORT PREPARE SUBCONTRACT CHANGE ORDERS & UPDATE COST STATUS REPORT REVIEW CONTRACT MOD REVIEW CONTRACT MOD ASSEMBLE CHANGE ORDER PROPOSAL / ADD MARKUPS ASSEMBLE CHANGE ORDER PROPOSAL / ADD MARKUPS PROJECT MANAGER REVIEW/ APPROVE PROJECT MANAGER REVIEW/ APPROVE POST DOCUMENTS POST DOCUMENTS PROCEED WITH WORK PROCEED WITH WORK DOES PROPOSAL INCLUDE AUTHORIZATION TO PROCEED? DOES PROPOSAL INCLUDE AUTHORIZATION TO PROCEED? CONTRACTOR IDENTIFIED CHANGE NOTICE CONTRACTOR IDENTIFIED CHANGE NOTICE PROJECT MANAGER REVIEW PROJECT MANAGER REVIEW POST DOCUMENTS POST DOCUMENTS PREPARE ROUGH ORDER OF MAGNITUDE ESTIMATE PREPARE ROUGH ORDER OF MAGNITUDE ESTIMATE SCHEDULE ANALYSIS C.O. FRAGNET SCHEDULE ANALYSIS C.O. FRAGNET RESUBMIT QUOTE AS REQUIRED RESUBMIT QUOTE AS REQUIRED CUSTOMER ISSUES CONTRACT MOD. CUSTOMER ISSUES CONTRACT MOD. PREPARE ROUGH ORDER OF MAGNITUDE ESTIMATE PREPARE ROUGH ORDER OF MAGNITUDE ESTIMATE DISTRIBUTETO DESIGNATED ENGINEER DISTRIBUTETO DESIGNATED ENGINEER IS PROPOSAL RELATED TO AN EXISTING ISSUE? IS PROPOSAL RELATED TO AN EXISTING ISSUE? YES NO ATTACH PROPOSAL TO EXISTING ISSUE NO. IN ISSUE LOG ATTACH PROPOSAL TO EXISTING ISSUE NO. IN ISSUE LOG ASSIGN NEW ISSUE NO. & LOG INTO ISSUE LOG ASSIGN NEW ISSUE NO. & LOG INTO ISSUE LOG SET UP NEW ISSUE FILE SET UP NEW ISSUE FILE from existing Issue Chart PROCEED WITH WORK PROCEED WITH WORK Example: RFI, Submittal Comment, Field Directives IS PRICING OK? IS PRICING OK? YES IS COST IN MORTENSON'S SCOPE? IS COST IN MORTENSON'S SCOPE? DISTRIBUTE TOSTAFF IN-BASKETS DISTRIBUTE TOSTAFF IN-BASKETS DISTRIBUTE TO DESIGNATED ENGINEER DISTRIBUTE TO DESIGNATED ENGINEER YES or NO IS COST IN SUB'S SCOPE? IS COST IN SUB'S SCOPE? YES YES NO COST ENGINEER PREPARES SUBS REQUEST FOR PRICING COST ENGINEER PREPARES SUBS REQUEST FOR PRICING FORWARD TO SUBS FORWARD TO SUBS RECEIVE SUBS CHANGE PROPOSALS RECEIVE SUBS CHANGE PROPOSALS FILE FILE DATE STAMP DATE STAMP COPY SUB REQUEST FOR PRICING COPY SUB REQUEST FOR PRICING REVIEW & ADDRESS PRICING ISSUES REVIEW & ADDRESS PRICING ISSUES LOG-IN CHANGE QUOTATIONS LOG-IN CHANGE QUOTATIONS SCHEDULE ANALYSIS C.O. FRAGNET SCHEDULE ANALYSIS C.O. FRAGNET IS PRICING OK? IS PRICING OK? PREPARE SUBCONTRACT CHANGE ORDER, NEW SUBCONTRACT, OR PURCHASE AGREEMENT & UPDATE COST STATUS REPORT PREPARE SUBCONTRACT CHANGE ORDER, NEW SUBCONTRACT, OR PURCHASE AGREEMENT & UPDATE COST STATUS REPORT CPM UPDATE SCHEDULE FRAGNET CPM UPDATE SCHEDULE FRAGNET REQUEST REPRICING FROM SUBCONTACTOR REQUEST REPRICING FROM SUBCONTACTOR NO WILL SUB COMPLY WITH REQUEST? WILL SUB COMPLY WITH REQUEST? YES NO PROCEED WITH QUOTE TO CUSTOMER? PROCEED WITHQUOTE TO CUSTOMER? YES ASSEMBLE CHANGE ORDER PROPOSAL / MARKUPS WITH COMMENTS ON DISPUTED SUB INFO ASSEMBLE CHANGE ORDER PROPOSAL / MARKUPS WITH COMMENTS ON DISPUTED SUB INFO SUBCONTRACTOR DISPUTE RESOLUTION SUBCONTRACTOR DISPUTE RESOLUTION NO SUBCONTRACTOR DISPUTE RESOLUTION SUBCONTRACTOR DISPUTE RESOLUTION DISTRIBUTE TO FIELD DISTRIBUTE TO FIELD PREPARE SUBCONTRACT CHANGE ORDER & UPDATES COST STATUS REPORT PREPARE SUBCONTRACT CHANGE ORDER & UPDATES COST STATUS REPORT (may need to be done more than once based on timing of Authorization to Proceed with Change) REQUEST REPRICING FROM SUBCONTACTOR REQUEST REPRICING FROM SUBCONTACTOR NO DID SUB COMPLY WITH REQUEST? DID SUB COMPLY WITH REQUEST? YES NO SUBCONTACTOR DISPUTE RESOLUTION SUBCONTACTOR DISPUTE RESOLUTION YES UPDATE CPM SCHEDULE WITH AGREED UPON REVISIONS UPDATE CPM SCHEDULE WITH AGREED UPON REVISIONS WRITE NOTICE LETTERTO SUB WRITE NOTICE LETTER TO SUB FORWARD TO SUB FORWARD TO SUB PROJECT MANAGER REVIEW PROJECT MANAGER REVIEW COPY COPY FILE FILE DOES THE CUSTOMER ACKNOWLEDGE RESPONSIBILITY? DOES THE CUSTOMER ACKNOWLEDGE RESPONSIBILITY? CUSTOMER DISPUTE RESOLUTION CUSTOMER DISPUTE RESOLUTION NO YES DOES THE SUBCONTRACTOR ACKNOWLEDGE RESPONSIBILITY? DOES THE SUBCONTRACTOR ACKNOWLEDGE RESPONSIBILITY? SUBCONTACTOR DISPUTE RESOLUTION SUBCONTACTOR DISPUTE RESOLUTION NO POST DOCUMENTS POST DOCUMENTS PROCEED WITH WORK PROCEED WITH WORK DISTRIBUTETO FIELD DISTRIBUTETO FIELD YES POST DOCUMENTS POST DOCUMENTS PROCEED WITH WORK PROCEED WITH WORK DISTRIBUTE TO FIELD DISTRIBUTE TO FIELD PROJECT MANAGER REVIEW PROJECT MANAGER REVIEW FORWARD TO SUB FORWARD TO SUB RECEIVE EXECUTED CHANGE ORDER RECEIVE EXECUTED CHANGE ORDER ROUTE & FILE ROUTE & FILE DATE STAMP DATE STAMP RECEIVE EXECUTED CHANGE ORDER RECEIVE EXECUTED CHANGE ORDER ROUTE & FILE ROUTE & FILE DATE STAMP DATE STAMP PROJECT MANAGER REVIEW PROJECT MANAGER REVIEW FORWARD TO SUB FORWARD TO SUB CUSTOMER ISSUED CHANGE PROPOSAL 33331111 2222 4444 1111 1111 1111 1111 1111 1111 1111 2222 2222 2222 2222 2222 3333 2222 2222 1111 3333 1111 5555 2222 3333 3333 3333 3333 3333 2222 2222 3333 2222 2222 2222 2222 2222 222222222222 2222 2222 1111 1111 1111 1111 3333 3333 333333333333 2222 3333 2222 2222 2222 2222 3333 3333 3333 3333 5555 2222 2222 2222 2222 2222 3333 1111 4444 11111111 1111 2222 2222 2222 2222 2222 3333 3333 33333333 3333 3333 3333 3333 3333 3333 2222 3333 3333 33333333 4444 2222 4444 2222 3333 NO RESPONSIBILITYRESPONSIBILITYRESPONSIBILITYRESPONSIBILITY LEGENDLEGENDLEGENDLEGEND RESPONSIBILITYRESPONSIBILITYRESPONSIBILITYRESPONSIBILITY LEGENDLEGENDLEGENDLEGEND PROJECT MANAGER / SENIOR PROJECT ENGINEER DESIGNATED TEAM MEMBER SECRETARY FIELD STAFF CUSTOMER 2222 1111 3333 4444 5555 1111 1111 Change Management C.7-2 Revised 6/23/00 M. A. Mortenson Company 1999-2000 Minneapolis, MN Issue Management What it Looked Like
24. 24. Issue Management The Issue Itself REVIEW BY PM OR DESIGNATE INCOMING DOCUMENT OR REQUEST- DATE STAMP & LOG INITIATE CHANGE MANGEMENT WHEN REQUIRED RESOLVE & CLOSE ISSUE CLOSE OUT ISSUE FILE & ARCHIVE IS THIS A NEW ISSUE? CREATE NEW ISSUE ATTACH TO EXISTING ISSUE FILE IN ISSUE FILE FILE IN ISSUE FILE NO YES RESPONSIBILITYRESPONSIBILITYRESPONSIBILITYRESPONSIBILITY LEGENDLEGENDLEGENDLEGEND PROJECT MANAGER / SENIOR PROJECT ENGINEER DESIGNATED TEAM MEMBER SECRETARY FIELD STAFF CUSTOMER 2222 1111 3333 4444 5555 3333 3333 3333 33331111 1111 1111 2222 1111 1111
25. 25. Issue Management vs. Pile Management
26. 26. Issue Management vs. Pile Management ISSUES Lets just talk about the ISSUE
27. 27. Managing Change the Manual Way Create Request for Information (RFI) Print, then Sign, then Scan (or fax), then Send an email to one or many Waitand wait.and receive an Answer Then Generate Request for Proposals (RFP) And again Print RFI, RFPs, Sign Everything, Scan Individually, Send emails Waitand wait.receive Sub emails (or perhaps envelopes in mail or a fax) Manually close each of the RFPs, then enter into our Project Cost Issue Management (PCIM) system
28. 28. Managing Change the Manual Way Static List of Information in Software Issue Folders Data Storage Drive(s)
29. 29. Investigation Matrix
30. 30. Why Unifier . . .? Selection Process 25+ products/companies evaluated Short Listed to Three +1 Think outside the box dont think Traditional Ensure you have buy in from the user base A Conference Room Pilot with real world scenarios can answer a lot of questions prior to finalizing the deal. Unifier Allows us to STANDARDIZE critical business processes while providing appropriate FLEXIBILITY at the Operating Group and project level. ROBUST WORKFLOW functionality that allows for possible FUTURE UTILIZATION of the product in other non-construction aspects of Mortensons business.
31. 31. Implementation Configurations, Data Migration, Business Processes
32. 32. Yesterday was a platform, Today is Out-of-the- Box More deployment options today The out of the box solution provides a good head start Additional configurations will likely be needed Support mechanism is necessary. Think outside the box! Configurations
33. 33. Data Migration Get the data out of the existing system. Get the data into the new system.
34. 34. Or is it More Like This? Whats Important to think through when migrating to Unifier?: Date/Time stamps Attachments Status Form/DB Fields (There is a difference) Field Mapping Integrations BP Setup (Non-Workflow to/from Workflow) Other questions: Whos going to do the work? What technology is needed to move the data? When will the work occur?
35. 35. The 'How We Always Do It' Method (Very Linear & Disconnected) GC Owner Cost Impacts Change Request Schedule Impacts Schedule Extention Answers & Change Docs Document Distribution In Owners System In Designers SystemPerformed in GCs System (The Black Hole) Send Submit Submit Payment Needs Payment Request Submit RequestsQuestions Submit Design Team Submits Initial Approval Final Approval End Initial Review Initial Answer Final Answer End Document Manager #1 Document Manager #2, 3, 4, . . . Document Manager #XYZ Fax, Email, Mail, Phone Call Everyone In Between
36. 36. And . . . Dont Forget the Subcontractors GC Owner Cost Impacts Change Request Schedule Impacts Schedule Extention Answers & ChangeDocs Document Distribution In Owners System In Designers System Performed in GCs System (The Black Hole) Send Submit Submit Payment Needs Payment Request Submit RequestsQuestions Submit Design Team Submit s Initial Approv al Final Approv al End Initial Review Initial Answer Final Answer End Document Manager #1 Document Manager #2, 3, 4, . . . Document Manager #XYZ Fax, Email, Mail, Phone Call Everyone In BetweenMechanical Electrical Drywall Earthwork Site Concrete Masonry Landscaping Paving Painting Plaster Tile Doors & Hardware Stonework FFE Windows Metal Panels Structural Steel Structural Concrete Structural Precast Roofing Siding EIFS Architectural Metals Louvers Rebar Equipment A/V Systems Network Systems
37. 37. How Unifier has brought transparency (Many Inter-module Connections) Change Request Schedule Extenstion Answers & Change Docs All Work Captured In Unifier!! Single Source of Truth Design Team Submits Initial Approval Final Approval EndSend Submit Submit Payment Request Submit RequestsSubmit Initial Review Initial Answer Final Answer End GC Owner RFI-Project Correspondence Conversations E-Mails Letters Faxes Transmittals Notices Document Distribution Action Items (Sent to Only Users) Meeting Minutes (Sent to Users or Proj Contact Dir people) Submittals LINK Design Doc (incl ASI & Bulletins) Agreements RFPs LINK Submittal Register (Spec Section) Proj Contact Directory Issue RFI - Subcontractor LINK Auto-Create & Reference Auto-Create & Reference Auto-Create & Reference Auto-Create & Reference Auto-Create & Reference Auto-Create & Reference Auto-Create & Reference Auto-Create & Reference LINK Single Document Manager
38. 38. Initial Enhancements . . . Inter-Module Referencing The Reference Diagram Bi-Directional Updates Continuous Reverse Auto-Populating Advance Copy Consolidation Between BPs Improved Email Handling Query Capabilities Saved Searches Attachments Handling Auto-Publish to Document Manager
39. 39. The Business Processes
40. 40. Issue Management in Unifier
41. 41. Maintenance Support Structure & System Improvements
42. 42. System Improvements Lean Innovation The general consensus from our users is that there are some clear and necessary improvements needed. What we can do: Training Business Process Design and Set-up What we need the vendor to do: User Interface and Navigation Critical Enhancements
43. 43. The Users Manual
44. 44. Customer Portal
45. 45. Dashboards Contact Directory
46. 46. Dashboards Submittal Register
47. 47. Dashboards User Help
48. 48. DIY Videos
49. 49. Business Process Design and Set-up Naming Conventions Workflow Actions Workflow Steps Data Elements Simplified Workflows Adding Steps Adding Actions rather than Conditional Routing Adding Workflows (One just isnt cutting it) Form Simplifications Changing to Simple (rather than line item) Reorganizing Data Elements New Business Processes Customer Turnover BP Deficiency Log
50. 50. Future of Unifier in Construction Necessary Enhancements & Needed Functionality
51. 51. Key Functionality Currently In EXP & PCM Needed User Interface Improvements Other User Experience Improvements Improved Smartform & Custom Print Functionality Native Mobile Apps Reporting Improvements Workflow Improvements Improved Request for Bid functionality Interoperability with Other Systems Email consolidation/integrations BIM & VDC Integrations Tie to Social Collaboration Sites Document Storage & Management Improvements Improved Task Management Enhancements Must Haves
52. 52. Some Ideas . . . From a GCs Perspective
53. 53. Key Functionality Currently In EXP/PCM Easy process to manually 'Generate' individual or groups of records and select assignees in real time Can print the screen of a filtered/sorted/grouped log view There is a tight connection between the project level contact and user directories Can add companies & users to the global directory from the project level Letters module has a tight integration to Word Able to send record creation/update data between different instances Has Cost/Revenue Mark-ups & Multiple Budgets Built-in procurement & bid management modules are available Can access records directly from the dashboard and take action Able to delete records
54. 54. Needed User Interface Improvements Provide browser neutrality Update to current navigation standards of design Capitalize on HTML 5 Functionality Browser based drag and drop of attachments Drag and drop web page layout Ability to embed HTML scripts & widgets into standard dashboards Enable HTML based custom dashboards and include integrations to data in Unifier (similar to SWF today) and other systems Provide improved navigation for selecting projects Allow multiple projects to be open at one time Project level search across all modules User definable Log views - Sorts, Filters, Layouts, etc. Enable Maximize/Minimize of any window Eliminate redundant pop up windows
55. 55. Other User Experience Improvements Improved Smartform & Custom Print Functionality Ability to include smartform in email notifications Support drag/drop and pasting of clipboard images into smartforms Usable Pickers, DDS, pull-downs and other form functionality on smartforms Able to include Logos & other images on custom prints & smartforms Added setup function for limiting selection of certain custom prints & by step Native Mobile Apps Support for disconnected data access Granular mobile app rather than all inclusive, align with smartform technology Reporting Improvements Ability to format UDRs with logos, margins, fonts, etc Dataviews and UDRs based on record permissions Workflow Improvements Publish path improvements on workflow & non-workflow business processes Workflow selection redundancy Request for Bid Improvements Ability to modify the scope on the fly Ability to efficiently issue addendums to the bid documents Allow for changing the bid date
56. 56. Interoperability with Other Systems Email Consolidation/Integrations Provide a unified email mailbox within Unifier (currently separate umail and mailbox folders) Merge the mailbox with the users email DB Implement a project calendar that would interface with the same users mail DB BIM & VDC Integrations Direct connection of the Unifier business processes to the model Allow references between Unifier and the model Enable clash detection to be captured & managed in Unifier Tie to a Social Collaboration Sites Allow for discussions on certain subjects/records Capture discussion and incorporate it into the record Provide the ability to invite others to the discussion without login credentials
57. 57. Document Storage & Management Improved attachments & Document Manager navigation/search/layout Neutral solution for document markups Simultaneous document markup functionality Ability to download documents with markups Combine to PDF functionality from various file types Dynamic save/update/upload of documents URL based Document Manager with relative path functionality Ability to share documents with non-users Real time syncing capabilities between the DB and users devices Document Manager integrations with other CMS Folder to Folder integrations with same folder structure Document permissions also based on record permissions if auto-published Include other attributes in log for attachments on a record When moving a document or adding attachments, allow versioning if it already exists Allow renaming of documents
58. 58. Improved Task Management Incorporate Project Superuser concept and ability to propagate project access from the company or intermediate shell levels Provide the sender and record editors the ability to add assignees & CCs to a sent record Incorporate a permission set to allow users to take control of a record and advance it (needs to be more dynamic than proxie) Allow more than one proxie to a user and be project specific Ability to share records with non-users via URL
59. 59. Take-Aways
60. 60. Take-Aways (For the vendors in the room too) Dynamics of a General Contractor Workforce Experience w/Technology, Types of Customers & Contracts, Diversity in Markets & Locations Served Selection Process Must Haves vs. Nice to Haves, Market Investigation & Shortlisting, Demonstrations and Conference Room Pilots Implementation Configurations, Data Migration, Business Processes Maintenance Support Structure & System Improvements Future of Unifier in Construction Necessary Enhancements & Needed Functionality
61. 61. THANK YOU
62. 62. Please complete the session evaluation We appreciate your feedback and insight You may complete the session evaluation either on paper or online via the mobile app