Theory of Information System in Construction Industry, not BIM, BIM, BIM, "The Collective Potential"

When someone talks about an Information System for construction. You many times hear BIM, BIM, BIM, BIM, BIMMITY, BIM as the answers.  Reminds me of the Monty Python skit where everything has SPAM.

Thinking BIM will solve your information problems in a construction project is short sighted.  Why?  If you don’t consider the quality of the data and how you reconcile perception issues of the data, then you can end up with an Information system that is not as trustworthy as you expect.

Rejected information is the result of a conscious determination that the information is not valid based on differences of opinion of perceived untruth.

If this topic has your interest, then you may enjoy reading “The Collective Potential” by Andreas Phelps.  I’ve traded some e-mail with Andreas and have read book quickly, and reading it again.  The fun I am having is testing answers on how to address the issues that Andreas brings up.  So far, I haven’t been stumped yet.  The nice thing of spending 26 years at HP, Apple, and Microsoft, and now 8 years on my own, there are lots of people I know to chat about information systems. I haven’t had the urge to write a book, but this may be a subject that may get me to write a longer paper.

The Collective Potential: A Holistic Approach to Managing Information Flow in Collaborative Design and Construction Environments Paperback

Given Solar Panels are limiting Firefighters abilities, will Fire Insurance rates increase?

FoxNews covers the risk to Fire Fighters when Solar Panels are on a roof.  There are efforts to address this problem.

A 2010 report by the Fire Protection Research Foundation found that slipping or tripping on solar panels were potential hazards for firefighters, as well as the possibility of the roof collapse due to the weight of the panels, which are generally made of crystalline silicon or thin-film semiconductor material. The maximum voltage of most systems, meanwhile, is roughly 600 volts, which can cause shock or burns.

“The industry has to continue to work with the fire service community, both on education and updating building codes to meet firefighters’ needs,” Smirnow continued. “That’s really where I think we can make the most progress.”

Even after all these efforts it will most likely be riskier to fight a fire with solar panels on the roof which slows down the fighting of a fire.  This can increase the damage from a fire which then could trigger higher insurance rates.

We are at the beginning of solar panels on roofs and electric cars.  As much as these are better for the environment, when there is fire it is harder to put out the flames.

Besides the insurance issues there is a public perception issue.  GigaOm's Katie Fehrenbacher covers the Tesla's exposure with its care fire.

Will customers be worried about Model S cars catching on fire after collisions? And will that effect sales at all? An investigation in a couple of fires during safety testing with Chevy’s Volt back in 2011, seem to contribute to a considerable freeze in Volt sales for awhile. Fires certainly weren’t great publicity for Fisker’s electric cars back when those were on sale.

Large companies with diverse product lines can weather branding and publicity issues more easily than startups that have one product on the market. If that one product turns sour, there’s nothing else out there to prop up the brand.

But this fire issue could end up being another hurdle Tesla jumps over. Cars get in accidents, and bad things happen in accidents. But the company will likely have to work on its own PR campaign to be transparent but also soothe any worried customers. And the good news is that Tesla has always been particularly adept at PR and marketing, so expect some type of reaction, and soon.

Problems with adding Supply Chain people, thinking like procurement instead of spatial intelligence

How many of you are frustrated with your purchasing department?  I had a short stint at Apple in the Purchasing group.  The purchasing group had a staff of technical project managers who would work with the product development teams on peripherals for Apple products.  During this time is when I got a peak into mindset, the way people approach the task of purchasing/procurement, but this is anecdotal.  Harvard Business Review has a post on "The Problem with Procurement" with a sample survey.

If this sample is representative, then we can hardly be surprised if many c-suiters think that procurement is a backwater. And we can hardly expect young high-flyers in most industries to see it as a career path of choice.

Looking ahead, procurement managers will have to change the way they approach suppliers and business peers; being a strategic business partner means so much more than negotiating a discount.

One comment in the post tries to target the problem.

My admittedly limited experience with corporate and governmental procurement functions is that they focus on compliance and price, as opposed to effectiveness and value.

The focus on compliance and price makes sense as most of the time procurement is part of a finance function, not engineering.

Many of the things that Procurement buys are physical things.  To an engineer the physical things have meaning in spatial terms, not just price and compliance.

Spatial thinking “finds meaning in the shape, size, orientation, location, direction or trajectory, of objects,” and their relative positions, and “uses the properties of space as a vehicle for structuring problems, for finding answers, and for expressing solutions.”

And it is hard for non-spatial oriented people to understand spatial people as most of the systems ignores them.

Nearly every standardized test given to students today is heavily verbal and mathematical.  Students who have the high spatial and lower math/verbal profile are therefore missed in nearly every school test and their talent likely goes missed, and thus under-developed. What’s more,spatially talented people are often less verbally fluent, and unlikely to be very vocal. Finally, teachers are unlikely to have a high spatial profile themselves (and typically have the inverted profile of high verbal and lower math/spatial), and although they probably do not intend to, they’re more likely to miss seeing talent in students who are not very much like themselves.

There is a point that being spatial is not idolized in society.

Today we idolize creative actors, dancers, artists, musicians, and writers. But when was the last time someone raved to you about a creative engineer or mathematician? Why isn’t STEM considered creative or cool? Longitudinal research has made a solid link between early spatial talent and later creativity. Yet for whatever reason, we don’t appreciate the highly creative nature of science, technology, engineering, and mathematics.

In the technology world though, the spatial thinkers are idolized.  Having young kids are you driving your kids to be actors, dancers, artists, musicians or writers? STEM (science, technology, engineering, mathematics) may not be cool, but it is creative and you can get paid really well.  You may not be idolized by the paparazzi.  But you can be idolized by your peers.

How many funny things are done in data center because risk aversion is a best practice?

Outages are career killers in data centers and IT.  This leads to a risk aversion behavior that becomes a best practice.

Risk aversion

From Wikipedia, the free encyclopedia
 
 

Risk aversion is a concept in psychologyeconomics, and finance, based on the behavior of humans (especially consumers and investors) while exposed to uncertainty to attempt to reduce that uncertainty.

But, Risk Aversion can lead to an obsession to avoid doing things.  A funny example is Ben Stiller in Along Came Polly.

Ben Stillar's risk aversion is resolved when he enters data about his safe ex-wife and the risky Polly.

Reuben is torn between the free-spirited Polly and the safe and familiar Lisa. To solve this issue he enters information about Polly and Lisa into a computer insurance program which measures risk. The computer tells him that, despite his numerous blunders with her, Polly is the best choice for him.

It is too common a best practice to manage risk by avoiding the path that may have risk.  Risk leads to an outage.  An outage leads to job loss.  Don't do those things that increase risk.

Almost all data center innovators learn to live with risk.  Risk is everywhere.  But, risk aversion can still exist in pockets of an organization when one individual finds comfort in steering clear of all risks they identify.  It's too bad you can't enter information in about their situation and given them the best choice.

What am I working on in a Data Center, thinking about how work can be improved

I am in a data center this week and one of my friends asked what I am up to. I could write him an e-mail or throw up a blog post that describes what I am doing in a more interesting way.  

Being at a data center many people bring their lunch in (hint: this means I am not in a Google data center where there is catered lunches.).  Given I am from out of town I don't have my lunch, so I took myself out to a local place and watched this Ted Video by Dan Ariel "What makes us feel good about our work?" while I ate and watched this video I found Dan makes points that I can use to describe what I am working on in a data center.

Data Center operations can always be improved.  One technique I like to use is talking to the people who do the work and find out what their pain points are.  Dan Ariely's question of what makes us feel good about our work? is another way to view what are the pain points that cause you to feel bad about our work.  it is not just the money. 

I want to talk a little bit today about labor and work. When we think about how people work,the naive intuition we have is that people are like rats in a maze -- that all people care about is money, and the moment we give people money, we can direct them to work one way, we can direct them to work another way. This is why we give bonuses to bankers and pay in all kinds of ways. And we really have this incredibly simplistic view of why people work and what the labor market looks like.

One point that resonates for me is the one on a cancelled software project described at the 7:45 mark of the video.

I went to talk to a big software company in Seattle. I can't tell you who they were, but they were a big company in Seattle. And this was a group within this software company that was put in a different building. And they asked them to innovate and create the next big product for this company. And the week before I showed up, the CEO of this big software company went to that group, 200 engineers, and canceled the project. And I stood there in front of 200 of the most depressed people I've ever talked to. And I described to them some of these Lego experiments, and they said they felt like they had just been through that experiment. And I asked them, I said, "How many of you now show up to work later than you used to?" And everybody raised their hand. I said, "How many of you now go home earlier than you used to?" And everybody raised their hand. I asked them, "How many of you now add not-so-kosher things to your expense reports?" And they didn't really raise their hands, but they took me out to dinner and showed me what they could do with expense reports. And then I asked them, I said, "What could the CEO have done to make you not as depressed?" And they came up with all kinds of ideas. They said the CEO could have asked them to present to the whole company about their journey over the last two years and what they decided to do. He could have asked them to think about which aspect of their technology could fit with other parts of the organization. He could have asked them to build some prototypes, some next-generation prototypes, and seen how they would work. But the thing is that any one of those would require some effort and motivation. And I think the CEO basically did not understand the importance of meaning. If the CEO, just like our participants, thought the essence of meaning is unimportant, then he [wouldn't] care. And he would tell them, "At the moment I directed you in this way, and now that I am directing you in this way, everything will be okay." But if you understood how important meaning is, then you would figure out that it's actually important to spend some time, energy and effort in getting people to care more about what they're doing.

You can of course guess who the big unnamed software company is in Seattle and which CEO this was.  To give you more information on support your conclusion here is when Dan Ariel was in Seattle and series sponsor in July 2012.

Presented as part of Seattle Science Lectures, with Pacific Science Center and University Book Store. Series sponsored by Microsoft.

Dan points out the issue of ignoring performance and how it affects what people think of their work.

Now there's good news and bad news here. The bad news is that ignoring the performance of people is almost as bad as shredding their effort in front of their eyes. Ignoring gets you a whole way out there. The good news is that by simply looking at something that somebody has done, scanning it and saying "uh huh," that seems to be quite sufficient to dramatically improve people's motivations. So the good news is that adding motivation doesn't seem to be so difficult. The bad news is that eliminating motivations seems to be incredibly easy, and if we don't think about it carefully, we might overdo it. So this is all in terms of negative motivation or eliminating negative motivation.

So much of what goes in the data center can be many small processes that are required to complete an overall task.  Think of all the steps required to receive a new server and get server used by customers.  Think about this example Dan uses.

Let me say one last comment. If you think about Adam Smith versus Karl Marx, Adam Smith had the very important notion of efficiency. He gave an example of a pin factory. He said pins have 12 different steps, and if one person does all 12 steps, production is very low. But if you get one person to do step one and one person to do step two and step three and so on, production can increase tremendously. And indeed, this is a great example and the reason for the Industrial Revolution and efficiency. Karl Marx, on the other hand, said that the alienation of labor is incredibly important in how people think about the connection to what they are doing. And if you make all 12 steps, you care about the pin. But if you make one step every time, maybe you don't care as much.

The types of work I am studying are everything from design, construction, operations of the building and IT equipment.  Dan thinks some tasks should be change to create more meaning.  But, the problem is how far do you go?  One person cannot have the skill to design, build, construct, and operate a data  center.  Well, there are very few people who can do all of these things, but their capabilities cannot scale to have enough resources to run a data center.

And I think that in the Industrial Revolution, Adam Smith was more correct than Karl Marx,but the reality is that we've switched and now we're in the knowledge economy. And you can ask yourself, what happens in a knowledge economy? Is efficiency still more important than meaning? I think the answer is no. I think that as we move to situations in which people have to decide on their own about how much effort, attention, caring, how connected they feel to it, are they thinking about labor on the way to work and in the shower and so on, all of a sudden Marx has more things to say to us. So when we think about labor, we usually think about motivation and payment as the same thing, but the reality is that we should probably add all kinds of things to it -- meaning, creation, challenges, ownership, identity, pride, etc. And the good news is that if we added all of those components and thought about them, how do we create our own meaning, pride, motivation, and how do we do it in our workplace and for the employees, I think we could get people to both be more productive and happier.

What I do in a data center is not public, but Dan Ariely's talk is public so I can reuse his presentation to illustrate the concepts I am working on.  The approaches I am using are way beyond what I originally did when I started working over 30 years ago.  Using mobile, social, and big data concepts allow new ways to improve work.  And guess what.  What I am working on makes me feel good about my work, because I am helping others feel about their work.