INTERNAL TECH-STAKEHOLDERS: ALIGNMENT MAP

In my professional practice, as a Design Technology Manager and BIM Manager, I've identified four distinct levels of internal tech-stakeholders within companies, each playing a crucial role in driving innovation and ensuring alignment: the Golden Triangle, Gray Zone, Project Stand-Up, and Feedback Loop. These identified groups serve as a valuable tool for design technology managers or BIM managers to align and strategize their work effectively, facilitating collaboration and enhancing outcomes in architectural projects.

Acting as the main coordinator of these meetings, the Design Technology Manager or BIM Manager plays a pivotal role in orchestrating collaboration and strategy alignment across different levels of the organization. Through proactive facilitation and engagement, design technology managers leverage these groups to foster collaboration, receive feedback, and ensure alignment, ultimately driving successful project outcomes. I believe many scrum techniques can be used in these meetings, and the role is very similar to a Product Owner.

The first group, I call it the “Golden Triangle”, serves as a strategic alignment forum. Comprising the director of operations or director, the IT manager, and the design technology manager or BIM manager, this group brings diverse perspectives and expertise to the table. The goal of these meetings is to align strategies and create a shared vision, akin to defining product vision and goals in Scrum methodology.

The second group, the Gray Zone, focuses on the intersection between IT and design technology. Typically attended by the IT manager and the design technology manager or BIM manager, these meetings facilitate collaboration and coordination to address technical challenges and ensure smooth project execution.

The third group, Project Stand-Up mostly organized as stand-up meetings, emphasizes agility and efficiency. Attended by key team members and the design technology manager or BIM manager, these meetings occur weekly or biweekly, depending on project progress. Following a stand-up format, team members answer three key questions: what have you achieved, what are your next steps, and are there any roadblocks? This approach enables proactive identification of priorities and potential obstacles, enhancing project agility.

Lastly, the Feedback Loop group emphasizes continuous improvement and learning. These meetings, conducted in a team retrospective format, involve participants from various levels, including managers, directors, and team members. By gathering feedback from diverse perspectives, companies can incorporate insights into their strategies and adapt as needed, fostering a culture of innovation and agility.

In conclusion, I encourage readers in the role of Design Technology Manager or BIM Manager to identify these groups (or any others) in their organizations and leverage them as a tool for collaboration, strategy alignment, and innovation. Through proactive coordination and engagement, design technology managers can drive successful outcomes and navigate change effectively in the dynamic landscape of architectural design and technology.