Design Built Management
Post Date:10/23/2008
With just two years of business under its belt, DBM’s international division was growing quickly. Because of this, the company needed to replace its collage of software applications with a single solution that would offer better project control and tools for clearer communication with U.S., Canada and Spain-based clients. "We had to find a system that would allow us to use the same language as our international clients, and provide them with very concise and professional reports," explains Julio Sepulveda, DBM’s International Projects Director. Spanish Prolog Increases User Base After extensive research, in 2002 DBM purchased Prolog Manager from Meridian Systems. "There was no question that Prolog was the best solution on the market to fulfill both our internal and external requirements," Sepulveda says. Prolog’s market share among project management systems in the U.S. would provide assurance to DBM’s international clients and prospects that they had the project controls in place to get the job done. Prolog WebSite Unites the Extended Project Team DBM recently added Prolog WebSite to its system so that the extended project team can securely access project details in Prolog from any Internet connection. This is a huge asset when dealing with customers in other countries. "Prolog WebSite adds so much value to our service deliverables," says Sepulveda. "Imagine how much benefit we receive by being able to expedite communications like RFIs on a project where, for example, the customer is in California, the architect is in Texas and the consultant is in Mexico City." Initial feedback about Prolog WebSite has been very positive. "Prolog WebSite unites the project team using a Web-based interface that is very user friendly," Sepulveda concludes. Reducing Risk While Increasing Profit Reducing risk is a significant concern when more than half your business comes from foreign sources. Utilizing a project management system that incorporates American standards, systems and procedures with its proven construction methods has not only reduced DBM’s risk, it has translated to greater profitability. "Money wise, the best resource we have is Prolog. Not only does it help us maintain cost control during the project, but it also helps us negotiate profitable contracts with subcontractors, suppliers and even project owners by preparing for contract negations before they even start," states Sepulveda. "The bottom line is this: Prolog has increased our profit margins on projects by at least five to seven percent – if not 10 percent. That’s a great return on investment."
Two years ago, DBM expanded its Prolog use to its national division. Intuitive, who has continuously provided consulting and technical support services to DBM since 2002, implemented Spanish Prolog to seamlessly interface with the English version and put together an extensive training program, in both English and Spanish, to ensure proper use of Prolog and increase user adoption. To address various needs, training was targeted by usage level and department. "From the beginning, Intuitive has been very professional," Sepulveda says. "Their knowledge of Prolog has translated into five-star service for us."
Today, DBM has as many as 25 employees that use Prolog on a daily basis – from directors and operations staff to upper management – and that number will increase as project demand warrants. "Everyone uses Prolog a little differently," says Sepulveda, "but they all use it as a tool to maintain project control and plan ahead for potential issues on the job."
When moving from multiple disconnected systems to a single, database-driven project management solution, greater efficiency is expected. But for DBM, Prolog has taken efficiency to a whole new level. Sepulveda uses a standard employee working eight to 10 hours a day to illustrate how.
"Before Prolog," he explains, "this person was only producing in the 75 percent range of his capability. Not because he didn’t want to be more productive, but because he didn’t have the tools to produce at 100 percent. With Prolog, production increases to 110 percent or more." Standardization of documents, processes and communications automate previously time-intensive tasks. "Instead of sitting at the computer for hours trying to create the weekly report for cost control, for example, he hits a button in Prolog and that’s it."
This efficiency increase has been measurable, especially for paperwork-intensive roles such as the document control and cost control managers. "By capturing information once in Prolog, what used to take eight hours now takes four. Completing work in half the time means that people can spend more time doing things like putting together proposals and presentations to secure additional work."
Documenting Changes Eliminates Disputes
Prolog reporting has provided significant insight for external parties (such as the client, subcontractor and architect) and internal control around budgeting, costs, buy-out and document management. Information for the owner, such as project costs-to-date, is available on demand. Internally, tracking items such as potential change orders ensures that money is never left on the table.
In fact, change order documentation and control in Prolog has actually helped DBM avoid negotiations and disputes when it’s time to collect additional monies from project owners for changes. "If you maintain your data in Prolog," says Sepulveda, "information becomes organized in such a way that you create all kinds of backup support for change orders. In one case, we had finished a large project that had a number of change orders for the various trades. We were able to sit down with the owner and go through each change in Prolog, division by division, and demonstrate our supporting documentation. Without argument, we ended up getting 100 percent approval by the owner."
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