A g cs perspective on primavera unifier - Oracle Primavera P6 Collaborate 14
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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
A g cs perspective on primavera unifier - Oracle Primavera P6 Collaborate 14
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. 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. 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
[email protected] 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. Agenda Dynamics of a General Contractor Selection Process
Implementation Maintenance Future of Unifier in Construction
Take-Aways
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. Dynamics of a General Contractor Workforce Experience
w/Technology, Types of Customers & Contracts, Diversity in
Markets & Locations Served.
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. A Sample Project
9. Logistics . . . You want the stadium where?!?!
10. Imagine the RFIs . . .
11. Imagine the risks . . .
12. Imagine the adaptation to change . . .
13. Imagine the systems required . . .
14. And walla . . .
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
17. Industry Specific Groups Federal Contracting Group National
Projects GroupRenewable Energy Group
18. Market Diversity 9% 14% 15% 22% 30%Healthcare Renewable
Energy Commercial Education Sports Research Recreational Hotel
Telecom Correctional Manufacturing Other Key Segments
19. Selection Process Must Haves vs. Nice to Haves, Market
Investigation & Shortlisting, Demonstrations and Conference
Room Pilots
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. 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. Issue Management Must Have The manila folder
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. 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. Issue Management vs. Pile Management
26. Issue Management vs. Pile Management ISSUES Lets just talk
about the ISSUE
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. Managing Change the Manual Way Static List of Information
in Software Issue Folders Data Storage Drive(s)
29. Investigation Matrix
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. Implementation Configurations, Data Migration, Business
Processes
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. Data Migration Get the data out of the existing system. Get
the data into the new system.
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. 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. 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. 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
41. Maintenance Support Structure & System
Improvements
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. The Users Manual
44. Customer Portal
45. Dashboards Contact Directory
46. Dashboards Submittal Register
47. Dashboards User Help
48. DIY Videos
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. Future of Unifier in Construction Necessary Enhancements
& Needed Functionality
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. Some Ideas . . . From a GCs Perspective
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. 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. 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. 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. 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. 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. Take-Aways
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. THANK YOU
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