1. Administrative barriers
The main obstacle that Zaur Daurov faced was the lack of administrative support. Despite the initial enthusiasm of the saudi arabia email list management, when it came to making specific decisions, difficulties arose. For example, the chief designer responsible for the project does not report directly to the BIM manager. As a result, individual disagreements can only be resolved by the director of the organization, which significantly slows down the coordination and implementation of changes.
2. Strict control standards
The implementation of the new design system encountered strict control standards existing in the organization. For example, some designs were already standardized and could not be changed, which created additional difficulties during the transition to Revit. The solution was to gradually adapt the existing standards to the new methodology with the involvement of management.
3. Technical limitations
Another significant problem was the insufficient power of the computers used by the designers. High-performance equipment for working with BIM models was not always available in the bureau. At the initial stage, Daurov's team limited itself to modeling typical structures, which allowed them to reduce the load on the systems and achieve a smooth transition to more complex projects.
4. Lack of qualified specialists
The REMARK bureau did not have enough employees with sufficient knowledge of working with Revit. Moreover, many of them were afraid of changes and refused to participate in test projects. The solution to this problem was hiring new specialists with experience in the program, who helped to establish the process and became pioneers in the digitalization of the design department.
Regular trainings and master classes on working in Revit were also organized. An important role in the training was played by the use of real projects as training examples, which helped employees better absorb information and overcome fear of new technologies.
All training materials and training session recordings were collected in a knowledge base accessible to all employees. This allowed the creation of a single information resource that helped new specialists quickly adapt to work in the new system.
Training modern BIM specialists is a responsible and difficult task even for higher education institutions. You can find out how this happens in St. Petersburg in this article .
Conclusion
The implementation of digital BIM technologies in a design bureau is a complex but necessary process to improve work efficiency and reduce errors. Despite all the difficulties associated with the conservatism of specialists, administrative barriers and technical limitations, Zaur Daurov managed to achieve significant success on the path to digitalization.
Key success factors included administrative support, employee training, and unification of work methods across related departments. These steps not only improved interaction between teams, but also significantly accelerated the design process, making it more accurate.
The process of introducing BIM technologies into the design department continues, and with each new project, the REMARK design bureau improves the methods used, making them more flexible and adaptable to the needs of the company and the market.