working like fred flintstone in a george jetson world?

Working Like Fred Flintstone in aGeorge Jetson World?27 April 2016

© 2016 InEight Inc. All rights reserved.

Agenda

• Introductions

• User Challenges

• The 3 Age-Old Project Execution Challenges

• Solutions Across the Project Lifecycle

Introductions

InEight Introduction

InEight combines proven ability with a unified vision to help companies visualize, estimate, control and connect all aspects of their capital and maintenance projects, from the back office to the jobsite, across the project lifecycle.

• Helping project-driven companies since 1989• More than 20,000 active users in more than 500 companies across 33 countries

Sample Customers

Mining Oil & Gas UtilitiesInfrastructureBuilding

Speaker Introduction

AJ WatersHD Field Product Manager• Over 12 years in the construction industry• Mobility focused development and training for the last 5 years

2005 20152011

Let’s set the stage

20 Years 10 Years 5 Years Today

User Challenges

Can you relate?

Personal Phone CallsWork Phone Calls

THE FULINTSTONES™ and THE JETSONS™ and all related characters and elements are trademarks of ©Hanna-Barbera.

Can you relate?

Work Presentations Personal Presentations


Can you relate?

Personal Budget TrackingWork Budget Tracking


Can you relate?

Personal Drawing ReviewWork Drawing Review


Can you relate?

The Paper ProblemTHE FULINTSTONES™ and THE JETSONS™ and all related characters and elements are trademarks of ©Hanna-Barbera.

Can you relate?

Of 2,044 construction industry respondents,

77% claim mobility capabilities are

important for their software solutions,

up from 59% in 2012.

However, less than half of the

respondents report using software in

their role that offers mobile applications.

JBKnowledge, 2015

The 3 Age-Old Project Execution Challenges

Methodology

• 25+ years of providing solutions to project-driven companies

• Engagement with more than 500 customers

• Daily discussions with new companies

• Consultation with InEight Industry Advisory Group (IAG) members:


1. Communication gaps between the office and field

2. Disorganized daily planning

3. Slow and error-prone capture of work progress and timesheet data

Poll #1: What is your top challenge?

Challenge #1:Communication Gaps Between the Office and Field


#1 Communication Gaps Between the Office and Field

What we hear:“What’s going on in the field doesn’t match the plan!• Crews are not doing the most critical tasks• We only learn of problems after they happen”

Causes include:• Slow and inaccurate paper processes• Point timesheet solutions that lack integration

Issues include:• Project delays• Cost overruns• Inefficiencies• Project surprises

#1 Communication Gaps Between the Office and Field Sample Case

“The greatest gap in the world is the gap between knowing and doing” - Leadership author John Maxwell

The most critical moment of a great plan is when details are communicated to the people responsible for executing the work.

Gaps in the communication between Superintendents and Foreman often lead to hidden inefficiencies that don't surface until cost reports are printed a week or more later.


John Smith, Superintendent

Responsibility: • Manage all day to day project activities

Problems: • Lack of visibility into jobsite activity• Misalignment between office and field• Hidden inefficiencies

Superintendent


Frank Williams, Foreman

Responsibility: • Assign daily tasks to crew• Document what has been

completed

Problems: • Inefficient paper-based timesheets• Documenting jobsite issues

Foreman

The Disconnect

ForemanSuperintendent

Time Tracking

Quantity Tracking

Claiming Codes

Current Solutions

Historical Data Research

Challenge #1:Communication Gaps Between the Office and Field


#1 Communication Gaps Between the Office and Field Solution

• Project Cost Management system that extends to the jobsite

• Ruggedized and “intrinsically safe” tablets

• Management dashboards and reports

Extended Cost Management Process Flow

Estimators and project planners create the WBS structure and budget for the project.

Project engineers create crew plans by assigning foremen, employees, and equipment to tasks, validating expected results against the budget.

Foremen receive their daily crew plans and make adjustments if necessary based on jobsite conditions and resource availability.

At the end of the shift (or throughout the day), foremen record quantities completed, hours worked, and notes, then submit for approval.

Project engineers and company managers review and approve the executed crew plans submitted from the field.

Results are imported into the ERP system to drive payroll, and project managers can update their projects with the latest as-built hours and quantities to get updated earned values.

Ruggedized and Intrinsically-Safe Tablets

Apple Android WindowsConsumerBuilt for home and office use

RuggedizedBuilt to handle the more demandingjobsite environment

Intrinsically Safe(Zone 1 Division 1)Specifically designedand certified to operatesafely in hazardousenvironments

Management Dashboards and Reports

Dashboards Reports

#1 Communication Gaps Between the Office and Field Solution

• Eliminate manual paper processes for greater efficiency and accuracy

• Align jobsite work with the plan to optimize project execution

• Maximize equipment uptime with tablets designed for tough project conditions

• Make better decisions based upon current information

Poll #2: Are you utilizing mobile applications?

Challenge #2:Disorganized Daily Planning


#2 Disorganized Daily Planning

What we hear:“Pre-planning of work is consistently overlooked by superintendents and foremen.”

Causes include:• The paper problem• Poorly documented changes• Inefficient processes

Issues include:• Inefficient work sequences• Lost time awaiting proper direction• Lower productivity and profits

#2 Disorganized Daily Planning Sample Case

“No battle plan survives contact with the enemy” - Prussian military strategist Helmuth von Moltke

What happens on the computer screen often does not match actual jobsite activity as initial plans quickly give way to the reality of the field.

Managers and superintendents need to ensure foremen and their crews are working on the right things, and that quantity completion and timesheet hours are tracked easily, accurately and efficiently.

Challenge #2:Disorganized Daily Planning


#2 Disorganized Daily Planning Solution

• Effective daily planning

• Streamlined electronic communication

• Comprehensive note categorization

• Create a daily plan for each foreman and their crew

• Select specific tasks and assign a goal for completion that day

• View real-time metrics on the plan vs. budget for individual tasks

Effective Daily Planning

• Daily plans created in the office are transferred to the foreman’s tablet• Tasks, people, equipment and goals are visible to the foreman• Detailed notes alert the field team to any necessary information

Streamlined Electronic Communication

Comprehensive Note Categorization

• Quickly enter notes as situations occur throughout the day via voice dictation• Categorize notes with different tags and associations• Follow the history of each note with time stamps

Result: Jobsite Visibility

“…[We] make better project execution decisions because we’re working from the most accurate and

up-to-date information from the project site”

Better Decisions

Poll #3: What kind of mobile solution(s) are you using for your business?

Challenge #3:Slow and Error-Prone Capture of Work Progress and Timesheet Data


#3 Slow and Error-Prone Capture of Work Progress and Timesheet Data

What we hear:“We know we have to get off the paper trails, but we don’t know how. Timesheets continue to get lost or entered incorrectly causing errors in reporting.”

Causes include:• Lost or inaccurate data• Double and triple entry of data into systems• Lack of tracking across the project lifecycle• No accounting and payroll integration

Issues include:• Slower forecasting• Inaccurate cost reporting• Less confidence• Inconsistencies• Duplicative effort

#3 Slow and Error-Prone Capture of Work Progress and Timesheet Data Sample Case

“In God we trust; all others bring data.” - Father of modern quality management W. Edwards Deming

Managers need performance visibility to identify problems sooner and make changes that keep everything moving forward.

Also need to understand relative performance to know where to focus for significant improvement.

A significant number of businesses have very little idea on how their business is performing; and more importantly identifying ways to improve it.

Challenge #3:Slow and Error-Prone Capture of Work Progress and Timesheet Data


#3 Slow and Error-Prone Capture of Work Progress and Timesheet Data Solution

• Efficient quantity capture

• Detailed timesheet review

• Real-time productivity reporting

Efficient Quantity Capture

• Complete electronic capture of task quantities

• Document changes or issues that impacted the days work

• Add/modify tasks as changes arise on the jobsite

Detailed Timesheet Review

• Detailed electronic time card with resource hours by task

• Report hours worked for each week• Customized compliance questionnaire• Sign out employees at the end of each

shift to submit data back to the office

Real-Time Productivity Reporting

• Report daily productivity• Understand areas that need focus• Drive quantity claiming

#3 Slow and Error-Prone Capture of Work Progress and Timesheet Data Solution

• Capture timesheet hours and flowing them directly into payroll

• Save time each timesheet cycle (~10 minutes)

• Capture quantities performed to drive billing and improve cash flow

Summary


1. Communication gaps between the office and field locations:

Extended solution, ruggedized tablets, reporting

2. Disorganized daily planning: Daily planning, electronic communication, note categorization

3. Slow and error-prone capture of work progress and timesheet data:

Quantities, timesheets, productivity reporting


Poll #4: What mobile platform are you using?

InEight Solutions Across the Project Lifecycle

Integrated Project Lifecycle

• Bi-directional integration with Primavera P6 schedules enables time-phased estimates and schedule analysis

• Integrations available across leading project accounting and ERP platforms

• Create quantity-based estimates and budgets• Change order costing• Benchmarking

• Short interval planning, claiming and commissioning

• Plan progress and quantities consumed

• Equipment inspection and maintenance

• Establish resource plans in preparation for interval planning

• Quantity-based planning and execution• Quantity-based measurement and reporting

• Comprehensive 4D,5D, and nD visual reporting• All as-built details captured in single viewer• Owner benefits from unified visual model with

complete as-built details and documentation

Visualize, estimate, control and connect all aspects of capital and maintenance projects, from the back office to the jobsite, across the project lifecycle

• Enterprise reports and dashboards across the project lifecycle

• Various design models leveraged to create unified model

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=vF6h2F5lH0tdqM&tbnid=HtXKCzG7KP_MmM:&ved=0CAUQjRw&url=http://www.webactionhero.com/smart-reporting&ei=1DMWUoXbB6SGjALwi4Bo&bvm=bv.51156542,d.cGE&psig=AFQjCNFdqjfpZ501jp7Ir0e_OGWYGXOTGQ&ust=1377273169370474

The HD Field SolutionTrusted for More than 25 Years• 3 Strategic Wins

– Office to Field Communication– Daily Planning– Electronic Capture of Progress and

Timesheets

• Save Time– Speeds the entire timesheet process

• Single System – Extension of the HD platform with single

source for support– Ensures alignment of jobsite activity

• Drive Payroll– Quantities flow into payroll via HD

platform integrations

• Compatibility – Support for full range of modern tablets

(Apple, Android, and Windows)

Next Steps

1. Respond to the post-webinar survey

2. Contact us for more [email protected](800) 637-7496(480) 776-2900www.ineight.com

mailto:[email protected]

http://www.ineight.com/

Thank you!

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