Often it is sheer determination that allows progress to be made in the area of CAD Management.
The site thefreedictionary.com defines determination as:
a. Firmness of purpose; resolve
b. A fixed intention or resolution
It has also been said that determination is the ability to look past ostacles and not just stare at them.
Winston Churchill put it well when he spoke in 1941… “Never give in. Never give in. Never, never, never, never–in nothing, great or small, large or petty–never give in, except to convictions of honor and good sense. Never yield to force. Never yield to the apparently overwhelming might of the enemy.”
Now CAD Management is nothing like war, but determination is involved in both.
Here are the CAD Managers “Never give in’s”:
Never give in:
- To those that say Standards don’t matter. They do – because they define the boundaries of your CAD environment.
- To the desire to give up. No one will move CAD forward other than you. If you stop moving, your firm stops moving.
- To those that ignore your leadership. You have been put in charge of overseeing the technology of design.
- To those who think you can’t do the job. Show them that you can.
- To those who don’t think the firm needs a CAD Manager. Show them why it does.
- To those that who ignore you. Keep stating your case.
- To those that try to trump your decisions. Make sure they understand your authority.
- To the software that does not work the way you expect. Figure it out.
- To the hardware that limits your software’s functionality. Buy better or figure out a work around.
- To the reseller that does not call you back. Keep bugging them.
- To those who think that you are too intense. Stay focused. Be cordial but stay determined.
- To the problems that just won’t go away.
- To those who constantly say “No” to your requests for upgrades.
Keep your eyes focused on the goal. Keep moving and don’t give up.
I just recieved this file – hot off the presses from Autodesk. I have permission to post it, but if they want me to take if down or change the link, I may have to do that.
“The Revit platform’s performance depends on the hardware environment provided for the software. The Revit platform team has assembled this collection of hardware requirements as researched by both internal development and our community of dedicated customers.
Many people on the Revit platform team from Quality Assurance, Development, Consulting and Product Management contributed to this document, but a number of recommendations arose from the community of Revit-based application users, who generously contributed their time and expertise to their peers in a number of forums, and urged Autodesk to help share their knowledge with an even wider audience.
As always, our thanks go to our customers, who are part of the team helping to improve the Revit platform with every release through their insightful comments and suggestions.
The Revit Platform Development Team”
Take a look at the PDF
CAD Managers give structure to CAD processes.
Are you providing the structure that your firm needs? Structure comes from more than just the CAD Standards.
Here are a few things that provide structure to your firm:
1. Purchasing processes. I have talked about having an approved software list when I wrote on Preventative CAD Management and how they can provide you with a structure for selecting and purchasing software. Keep a list of the software that your firm uses and stick to it.
2. Defined migration plans for upgrades. Thing like When to Upgrade and When others are Jumping. But beyond that – do you provide a well planned out migration process for upgrading. I wrote on this for AUGI some time back (starting in May 2005) – take a look.
3. The CAD Standards. You number one way of providing structure. Here are a few post on that issue.
CAD Standards – Not set in Stone
CAD Standards based on Principles
Or just the whole topic of CAD Standards
4. Troubleshooting problems. Do you bring a structure to your investigations of troubles. Systematic approaches to finding out what the root problem is and moving toward an answer.
5. Training. Do you develop a structured approach and outline to training? The overarching plan and the outline of each class.
Creativity is valuable. Not many have it in great quantities. Not many use it to their advantage. CAD Managers can bring value to their firm by being creative in their approach to management, problem solving and decision making.
Creative thinking can take on many flavors. It can come from many places. Tons of input is needed for the creative mind to start generating original ideas. Where does creativity come from? How does it work?
I am no expert on this subject, but I do have some concepts that I have seen work and have helped others to become creative in their thinking.
1. Read everything you can get your hands on. So many times creativity comes from applying one industries ideas to another industry. Ford applied the assembly line concepts that were observed in the meat packing industry for butchering beef. Animal carcasses were “disassembled” as they moved along conveyors. Each person removed the same portion of the beef and so they perfected and sped up the process. Ford just applied it to making cars.
2. Think. I am positive that people just don’t spend enough time thinking. Our lives are too busy and we don’t have time to do it any longer. We rush from one meeting to another. From one task to another. From one sporting event with our kids to another. Who has time to think.
3. Don’t assume you know it all. We are technical people working in a technical environment. We think we have the answers. We confidently stride forward with our plans and assumption without first stopping to see what we do not know. We start “doing” before we have enough information to really create something. We assume that activity = creativity.
4. Experiment and play more. When was the last time you tried something new. Or tried something that you thought might fail? Unless you try things out, you may never know what might work. Remember when you were a kid and you pushed or pulled on something to see if it would break? When was the last time you did that with technology?
5. Don’t stop at “good enough”. When we find an answer we stop looking. It may not be the best answer, but it is an answer. When you figure something out, ask more questions. Is this the best we can do? Is it the most effective? Keep analyzing after others have stopped.
We have been looking at the nature of the position you fill as CAD Manager and found several spots that may need review before you delve into the value that you may personally bring to the position. You may want to go back and read the first three installments of this series before you go further.
We started with a simple question… Is your firm better off because you work there?
We now turn to the actual value that you bring to your firm by filling the position that you have. By doing this, it is hoped that you will find many things that you bring to the table and maybe a couple that you need to work on.
Let’s dig in…
Are you an Expert? I have heard that some firms shy away from using the word expert when talking about their staff. This is because the level of expectations from a legal point of view are higher on “experts” than on those who do not claim that title. By adding “expert” to marketing docs and org charts, they are concerned that owners could sue them on a higher level if there were some problems in a deliverable.
What is an expert? I have heard some definitions over the years, but the best one I can remember is from Harvard Business Review (can’t remember the author)
They listed the following (paraphrased here)
It is someone that delivers consistent performance that is superior to their peers, that produces concrete results using knowledge that can be provided on demand.
Expertise is demonstrated by measurable, consistently superior performance.
They also mentioned that Experts are Made – not Born.
Are you adding expert level services to your firm? Do you perform on a consistent level? with superior performance? Should you really strive for anything less?
More ways of knowing if you firm thinks that the CAD Manager position really is valuable… Don’t think of the person when reviewing these questions – think of the position itself. Would the answers be yes to these questions no matter who filled the spot?
Is the CAD Manager accountable for resources like people, technology, and budgets? If the position has to report to someone else that develops or controls these areas, then the position may not have enough clout. I am not saying that no one else will look over or approve your budget, but that the CAD Manager is the one who develops it.
Does the firm invest in and appreciate the CAD Managers knowledge? Are they willing to pay for training for the CAD Manager? Do they see this position as one that is knowledge based? CAD Managers are knowledge workers in the highest degree. The level of knowledge they need to get their job done is very high. The firm should have a track record of investing time and money in the expansion of the CAD Managers know how.
Is the CAD Manager position thought of as a problem solving position? When people have troubles,do they seek out the CAD Manager or others? When people have problems, do others tell them to go see the CAD Manager? If they do then this would show that the firm is focusing the problem resolution functions into this position.
Is the CAD Manager position seen as a change agent? or is it just a maintenance position? Do people look for change to emanate from this position and title? CAD Managers should be seen as change agents. They are the ones that create or escort change through a firm.
Is the CAD Manager position interconnected to other managers? Collaboration is the key to getting things done in today’s firms and if the CAD Manager is not involved in the matrix of the firms middle managers, then they will be hampered in their effectiveness and have more trouble adding value.
Is the position viewed with value outside the firm? Do those inside your firm promote your position with those outside the firm? Do you hear people saying “You need to talk to our CAD Manager” ? The lack of respect from those inside your firm reflecting toward those outside your firm is a sure sign that the firm may not value the position very much.
Does your firm have a long view of your tasks? Just how long your firm looks a the position is a statement of value. If they don’t talk about the CAD Manager functions in terms of years instead of months, then there may be a general lack of value invested inthe position by the firm.
So before we begin to ask questions about your personal impact, think through the impact that your position holds. Does your firm value your job position? If they do not, then you will have a harder time proving your personal worth.
I mentioned the question about whether being at your job actually brings value to your firm. In other words, is you firm better off because you are there?
Lets take a closer look at this question and first ask “Does your position actually add value?”
We will look at this from the perspective of your firms understanding of the value of CAD Management. Does your firm actually think that your position adds value? This question is pointed at the position and not the person. I am wanting to delve into the actual perspective of your firm on the position devoid of the person that may fill that position.
Here are some questions you can ask about the position you fill that will help you know if the position itself will actually add value to the company. Answering these question may let you know what an uphill battle you may be up against in your efforts to “prove” your value to a company.
Does the nature of CAD Management work actually bring value to the firm?
This first question focuses on the core reason for the existence of a position and where it differs in essence from those above it and below it. What does the organization expect from this position? No firm will value a position that does not make a difference. The value is defined by the firm and not often defined by the person who fills that position.
Helping your firm define the value of your position is actually something that you will want to always work on. Help them understand the value that this positions brings. Let them know how this position defines and implements standards. Let them know how the position addresses process improvements. Let them know how the position improves productivity. Define these things apart from your accomplishments. They are linked, but assisting them in valuing the position will assist in them valuing you as you fill that job function.
Most firms will have some posture on how valuable the job of CAD Manager is before you joined the firm. You being there is an outgrowth of the firms value definition of the position. They have already defined that they need a CAD Manager. You join a firm or get a promotion with a predisposed perspective on “your” value that comes from their understanding of the firms needs and desires. Once you are in the position, you can start defining and refining their understanding of the job.
Your job – once you join a firm is to clarify and refine the understanding of that firm as it relates to CAD Management. Do they really understand the valuable nature of the job? Do they provide the backing that is needed to get the job done? Do they support and extend the authority of the position?
Working on these areas of the firms understanding is just as important as reviewing the CAD Standard.
Is your firm better off because you work there?
This is a simple but very profound question. You need to be able to answer this question for yourself because others are asking it about you. Every day you get up and go to work and you may not realize that others are watching what you are doing. They are looking for you to bring value. Value that they can use. Value that matters.
So if they look at your work efforts, will they see “added value”?
Don’t move past the question at the top of this post too quickly. It is a serious question. Can you really define and demonstrate that the firm is better because you are there? Make a list and see what you can write down. Then ask around to see what others might say. Are the things that you think are valuable to your firm the same ones that other think are of value? Does management above you agree that the valuable efforts that you are working on are the ones that need and deserve your attention?
Take some time and think through what you are working on, focused on, and pushing towards to see that it is in alignment with the company goals.
I have past a milestone. This is my 501st post.
Here are my top 10 personal favorites topics… in no particular order
BAD CAD Management Habits – Series
How differing levels of CAD expertise infect your files
The Four “T”s of CAD – series
And your favorites – ranked – based on hits…
AutoCAD 2006 – Print a list of shortcut keys
AutoCAD 2007 System requirements
AutoCAD 2007 Xrefs – Relative Paths
Book Review – Revit Training Manual 2009 by Ascent
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