cmic roi sales presentation

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Post on 04-Jul-2015




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Created for CMIC to showcase their return on investment to prospects.


  • 1.


  • Is your organization as efficient as it could be?
  • How can your company become more efficient?
  • Are you wasting valuable resources (time, money)?
  • Are you exerting more effort than necessary to perform your current business processes?

Efficiency & Your Organization 3.

  • Optimize: Tougher competition in the marketplace is generating the need to better optimize resources
  • Eliminate Waste: Improve profitability and keep customers satisfied
  • To improve operations and provide faster customer response
  • Meet yourspecific construction (No matter what segment of construction you are in)business requirements

Why Become More Efficient? 4.

  • Make things better
  • You need better processes to gain greater control over your environment
  • You need new technology to stay competitive
  • You need to bring in new knowledge and techniques to your organization

Why Business Process Improvements (BPi) 5. CMiC BPi Focus - Stage 1

  • Stage 1 Strategic Planning
  • This is the
  • What
  • Who
  • When

6. The What CMiC BPi Focus - Stage 1

  • Focus on the highest ROI processes
  • Job Initiation Process
  • Estimate to JC Budget
  • Forecast to WIP
  • Payment Management
  • Potential Change to Owners Change Order
  • Contract to Pencil Copy to Owners Invoice

7. What is a Problem?

  • Something that results in a loss of productivity
  • Increases the Risk-Metric of a company
  • Reduced information availability
  • Creates customer or Employee DIS-satisfaction

8. What is a Problem?

  • In summary:
    • A problem is anything that causes waste!
    • Waste IS quantifiable
    • Waste IS not always obvious to the end user
    • Waste needs to be determined on an end-to-end enterprise basis

9. Current Infrastructure: Non-Integrated Approach Increased exposure to risk THE RIPPLE EFFECT 10. Impact Current Infrastructure: Non-integrated Approach

  • Minor efficiency pop
  • Gain is unsustainable and will be levelled off
  • Improvements will quickly max out

11. Problems with current infrastructure: The Efficiency Chain: Everything Is Connected

  • The improvement is not sustained throughout the organization if only implemented in one business process or department
  • Because the efficiency curve is not transferred to your next process any temporary gains received will quickly max out

12. % Efficiency Efficiency Curve Time Current Infrastructure: Non-integrated Approach 13. Summary: Current Infrastructure: Non-integrated Approach The automation of a process provides improvements in one area but does not improve the overall business process across the organization through various departments/ Efficiency curve is not transferred into your next process 14. 15. The Efficiency Chain:Everything Is Connected To manage an organization efficiently andeffectively you mustlook at the overall structure and look at savings end to end The Efficiency Chain:Everything Is Connected 16. About ABC Company: The CMiC Advantage:A ROI Process that Makes Sense

  • 100 plus years old
  • General contracting, construction management and design-build services
  • 10 Regional offices
  • Listed in ENRs Top 100 General Contractors List
  • Multiple construction disciplines

17. ABC Company: Current Technology Infrastructure (Systems Used)

  • Accounting - Legacy Character mode system
  • Standalone Equipment Management system
  • Standalone SRM System
  • Offline Bid Management
  • Minor interfaces developed inhouse

The CMiC Advantage:A ROI Process that Makes Sense 18.

  • Waste eliminated - reduced # of steps
  • Redundancy reduced
  • Time and costly resources saved
  • Efficiency gained across the entire organization
  • Business process improved
  • Reliable and timely information available

The CMiC Integrated Approach Breakthrough Improvements 19. pinez The CMiC Integrated Approach Breakthrough Improvements Example: Forecasting Number of steps required with Standalone non-integrated approach:14 Number of steps required with CMiCs integrated approach:3

  • Forecast cost and revenue
  • Review for negative variances and reforecast
  • Store forecast

20. Forecasting Comparison of Savings Savings (Steps) 14 CurrentCMiCSavings 3 11 21. Forecasting Comparison of Savings 20 18 16 14 12 10 8 6 4 2 0 Effort Units Savings (Days) Steps 13579111315 Current CMiC 22. Qualitative Benefits

  • One database eliminates need to consolidate information from multiple sources
  • Cost and revenue forecast done from single point of entry
  • Comparisons with Excel spreadsheets and Standalone PM no longer required

The CMiC Integrated Approach Breakthrough Improvements 23. 24. The Ripple Effect Revisited Improvement of Process 25. Improvement of process

  • One major IMPROVEMENT can now reflect throughout the organizations departments

The Ripple Effect Revisited 26.


The Ripple Effect Revisited 27. WIP - Comparison of Savings Savings (Steps) 28. 12 10 8 6 4 2 0 Effort Units Savings (Days) Steps 1234567891011 Current CMiC WIP - Comparison of Savings 29. The CMiC Integrated Approach Breakthrough Improvements Qualitative Benefits

  • PM has ability to freeze forecast once completed
  • One database eliminates duplicate entry and minimizes use of spreadsheets

30. Comparison of Efficiency Time 31.

  • Live Demo

32. 33. ABC Company: ROI Case Study Overview Savings Highlights (Effort Units)

  • Job Forecasting - 16 Effort Units
  • Subcontract Payment Processing - 11 Effort Units
  • Human Resources - 12 Effort Units
  • Job Budget Creation and Billing - 8 Effort Units

34. CMiC BPi Focus - Stage 1 The Who

  • Your Team should consist of:
  • Executive Sponsor
  • Project Manager
  • Functional Team Heads from Departments
    • Example in Forecast to WIP
      • One Person to represent Accounting
      • One Person to represent Operations

35. CMiC BPi Focus - Stage 1

  • The When
  • Schedule all stages of the implementation in advance with slide time

36. CMiC BPi Focus - Stage 2 Stage 2 Creating a Business Process Map

  • Think of this as a Schematic Design
  • Business Process Mapping Seminar
    • Conducted by a Business Process Engineer
    • Document of all major steps
    • Inputs and Outputs
  • Creation of Business Process Documents

37. CMiC BPi Focus - Stage 3

  • Stage 3 Setup of 50% design
  • Using CMiC Project Engineers CMiC will setup based on the BPM document
  • These will involve assumptions based on information provided during the Business Process Seminar
  • This will be presented to the client team
  • This presentation will involve most major inputs/outputs and steps

38. CMiC BPi Focus - Stage 4

  • Stage 4 Training and Use Case Testing
  • Concurrently with the setup of 50% design client team will create use cases to test the design assumptions
  • These use cases should be in 2 categories
    • 80% rule the normal state of affairs
    • 20% rule the difficult situations

39. CMiC BPi Focus - Stage 4

  • Stage 4 Use Case Testing
  • After training by a CMiC trainer the team will beat up the design
  • Test and approve all use cases
  • If changes to design are required it must be documented and BPM updated
  • Once all changes are made this will product 80% design

40. CMiC BPi Focus - Stage 5 And 6

  • Stage 5 Training Material
  • Devlopment of end user training material
  • Stage 6 Data conversion
  • Collection and Validation of Data

41. CMiC BPi Focus - Stage 7

  • Stage 7 Pilot Go Live
  • The first go live should be conducted onasmall scale
  • A set of key players that are flexible and easy to work with
  • Final changes will be made to design