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A new paper, \u201cImplementing Digital Visual Management: A Case Study on Challenges and Barriers<\/em>,\u201d discusses situational management in complex infrastructure projects. It\u2019s worth reading for anyone interested in improving project management with digital tools.<\/p>\n The authors interviewed nine project management professionals who worked for the client on constructing the western part of the Metro<\/a> in Helsinki and Espoo, Finland. The project lasted eight years and had a budget of 1,200 million euros.<\/p>\n The project used a Digital Visual Management (DVM) tool, and the paper discusses the challenges and barriers faced during the tool\u2019s implementation. At the time of the study, the system was used to manage the final documentation and testing status.<\/p>\n The project management team was involved in developing a system for combining collected data into a central dashboard and using it to manage the whole project.<\/p>\n The project\u2019s physical control room had touchscreens displaying selected Key Performance Indicators, updated at 1\u20132-week intervals, depending on the data source.<\/p>\n The seven KPIs were as follows: the percentage of work planned and completed, the deviation between planned and executed work in percentage, planned and actual costs, health and safety in percentage, and collaborative work in percentage.<\/p>\n The data were collected mainly by on-site project management contractors and a five-member status team. They primarily used spreadsheets and web data, with no software integration or automation of data collection or use of sensors.<\/p>\n The implementation of the DVM system was not a smooth ride. The main challenges were<\/p>\n Despite initial resistance and implementation challenges, project stakeholders ultimately recognized the benefits of the Digital Visual Management system. After overcoming early hurdles, participants found that the DVM report facilitated information sharing, enhanced project understanding, and increased their situational awareness.<\/p>\n The study emphasizes the need for systems to automate data collection from various project tools and improve platform interoperability. This automation would reduce manual workload, minimize data entry errors, and ensure timely and accurate reporting.<\/p>\n Transparency in data sharing emerged as a crucial factor. The existing culture of mistrust in the construction industry, exacerbated by manual data handling, underscores the importance of open and reliable information exchange.<\/p>\n DVM implementation requires more than just technological solutions. It demands a significant cultural shift within the organization and among project stakeholders. This includes fostering trust, encouraging commitment to new processes, and promoting a shared understanding of the DVM system\u2019s value.<\/p>\n Ana Reinbold<\/a>, <\/strong>Eelon Lappalainen<\/a>, <\/strong>Dr. Petri Uusitalo<\/a>, <\/strong>Olli Sepp\u00e4nen<\/a>, and <\/strong>Antti Peltokorpi<\/a> authored the paper, which was presented at the 32nd Annual Conference of the International Group for Lean Construction (<\/em>IGLC<\/em><\/a>)<\/em> in Auckland, New Zealand in July 2024. You can download it at https:\/\/iglc.net\/Papers\/Details\/2285<\/a>.<\/p>\n<\/div>\nA complex infrastructure project<\/h3>\n
KPI management<\/h3>\n
The barriers<\/h3>\n
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The outcome<\/h3>\n
The authors<\/h3>\n