Knowledge Management in AEC for Smarter Project Delivery

Key Concepts

Knowledge Management (KM): The capture, dissemination, and democratization of standards, best practices, exceptions, and accumulated wisdom within a firm.
Innovation: Improving existing practices to create value for those interacting with them or receiving the product.
Reality Capture: Using technologies like 3D scanning to accurately document existing site conditions.
Change Management: Strategies and processes for guiding individuals and organizations through transitions.
Operational Excellence: Improving workplace efficiencies and automations.
Tech Transformation: Identifying and implementing disruptive technologies, particularly AI.
A3 Format: A problem-solving methodology involving defining the problem, determining the solution, and outlining next steps.
North Star: Overarching strategic responsibilities that guide decision-making.
Recognizable Reality: Presenting information in a way that is easily understood by non-technical stakeholders.

Knowledge Management in AEC Firms

Nora Swanson, Director of Innovation and Knowledge Management at JBM (Jaro Spamman BS), defines knowledge management as the "capture and dissemination of all of our standards, best practices, kind of exceptions, all those little bits of how to and wisdom that people have accumulated over the course of their career." The core goal is to "democratize that as much as possible throughout the firm" and highlight individuals as resources. She emphasizes that effective KM is critical for global AEC firms to collaborate efficiently, share insights, and make better-informed decisions, ultimately enabling the cohesive production of quality products and client service. A significant barrier to collaboration on AEC projects is often not technology itself, but how knowledge is shared. Swanson highlights that a key aspect of high-level knowledge management is removing the frustration people experience when trying to find information that exists but is not easily accessible.

Innovation and Emerging Technologies

Swanson outlines three core responsibilities for her innovation team: operational excellence, tech transformation, and knowledge management. She defines innovation as "improving upon existing practices such that it creates value for the people either interacting with it or being or receiving the product of it."

Transformational Technologies and Examples:

Reality Capture (e.g., 3D Scanning): Swanson considers implementing reality capture for MEP services a critical advancement. It allows for accurate site documentation, completeness of scope, and virtual site visits for team members with limited physical access. She notes that while it's a "no-brainer" for her, the industry still struggles with adoption, making it innovative in a broader context.
AI Chatbots for Knowledge Bases: JBM recently rolled out an AI chatbot for their knowledge base, which has shown "significant gains" in helping users find information faster. Unlike traditional robust search functions that yield many results requiring user synthesis, the AI engine collates and processes multiple pieces of information into a single, direct answer, significantly reducing the time to reach an end goal.
AI for Project Analysis: Swanson envisions feeding reality capture data into AI tools to automate tasks humans currently do manually, such as documenting conditions, tracking site progress, understanding schedule adherence, and optimizing material sourcing. This represents a "bigger eye innovation" that could be globally game-changing.

Swanson distinguishes between "marginal eye innovation" (incremental improvements like reality capture) and "bigger eye innovation" (rethinking how work is produced with technologies like AI). She believes that innovations should aim to "raise the bar even higher."

Change Management Strategies

Swanson acknowledges that human resistance to change is a constant challenge. Her most effective strategies for driving change management and buy-in across diverse teams include:

Overcommunication: This is paramount. Communication needs to be extensive, spanning multiple months or years, and continuous. It involves explaining the "what," "why," "how," and "who" of the change, and its impact on individuals.
Leading with Empathy: Recognizing that not everyone will embrace change enthusiastically, Swanson's team anticipates and plans for the spectrum of reactions, from champions to resistors.
Building Change Resilience: JBM has launched "Change College" under its JBM&B University umbrella, offering courses like "Coping with Workplace Change" and "Developing a Growth Mindset" to equip employees with the skills to adapt to and respond to change. She emphasizes that her role, and similar roles, are fundamentally about managing people.

Prioritization and Measuring Success

The process for deciding what to prioritize and how to measure success involves:

Stakeholder Engagement: Bringing together key stakeholders (internal teams, partnership directors, department leads, engineering staff) for the specific effort or idea.
Problem Definition (A3 Format): Utilizing a framework akin to the A3 problem-solving methodology to define the problem, determine the solution, and outline next steps. This helps identify the root cause for the change.
Market Analysis: Researching available solutions in the market or considering in-house development or new ways of thinking.
Decision Making: Through the team and stakeholders, deciding whether to move forward with an idea, proceed to beta testing, or implement a full rollout.

Prioritization Framework: While micro-priorities shift based on quarterly or annual needs, the firm's "north star" remains its three core responsibilities: operational excellence, tech transformation, and knowledge management. Decisions are made within these overarching buckets.

Measuring Success: While ROI is a consideration, Swanson also emphasizes qualitative success metrics. For example, the AI chatbot's success is measured by the speed at which people find information. The process improvement in drawing production was deemed successful because it led to happier clients and more effective construction partners, even if the total work hours remained similar.

Process Innovation Example: Drawing Production

Swanson shares an example of process innovation in drawing production that occurred about five years ago. The firm analyzed the traditional SDDDC (Schematic Design, Design Development, Construction Documents) packaging process and identified rework due to early decisions that evolved. They collaborated with construction managers (CMS) and general contractors (GCs) to understand their needs and with owners to determine what information was crucial for decision-making.

Key Changes:

Reduced Terminal Level Distribution Work: Less detailed distribution work was included in DD and SD sets.
Introduction of Color Block Diagrams: Instead of detailed distribution, color block diagrams were used to represent different zones (HVAC, sprinkler, lighting control, power panels).

Benefits:

Improved Client Comprehension: Owners could use these diagrams to discuss zoning with stakeholders, as they were more easily understood by non-engineers. This concept is termed "recognizable reality."
Cost and Time Savings: Reduced over-documentation in early phases meant less potential rework as decisions solidified.
Increased Productivity: While work shifted to the CD phase, the firm was responding to solidified design needs rather than reworking assumptions, leading to a more productive feel.
Enhanced Collaboration: Opening lines of communication with partners led to a better understanding of mutual needs and improved overall project outcomes.

Final Advice for Leaders

Swanson's advice for leaders and professionals in the AEC industry who want to embrace innovation while managing day-to-day responsibilities is:

Find Curious People: Identify individuals who are naturally inquisitive and interested in new ideas.
Dedicate Resources: If possible, establish a dedicated team focused on innovation. This has proven to be very effective.
Make the Business Case: Understand the need to justify resource allocation for innovation efforts.
Look Ahead: Dedicate resources to understanding, reacting to, and proactively addressing future challenges and opportunities, even if it's just one to two years out. This proactive approach will better serve the firm.

She concludes by stating that the rate of change in technology is almost exponential, and what is envisioned today might be obsolete next year due to new breakthroughs. Therefore, staying curious and adaptable is crucial.

Contact Information

Nora Swanson can be reached via LinkedIn or email at swanson@jbb.com.