At Cadline we offer a wide range of training courses across many different software products, but you may not be aware that most of these courses are designed to be taken as part of a wider training programme rather than in isolation. The short, intensive courses we deliver are optimised to remedy specific skills gaps within a duration that is intended to minimise the disruption to a busy organisation that can find it difficult to release their key people. However, a training programme is a well-considered series of training courses that ultimately deliver a required learning outcome for specific roles.
For a number of years there has been a move away from considering technology training as a one course exercise and instead focusing on understanding learning outcomes. The adoption of BIM in the construction sector has prompted many organisations to carefully consider how they get their teams BIM ready. In the era where we moved the creation of design documentation from the drawing board to CAD, there was a reasonably standardised approach to training regardless of industry, with generic courses attended by a broad range of professionals. With BIM, the learning requirements can be very different from business to business and team to team. There is an acceptance that any organisation which is adopting BIM will need to change technology and processes. Consequently there is a significant impact on the skills required to deliver the change. Some people will need technology training in software such as Revit and Navisworks, others will need to understand how to complete the raft of new documentation that is required of the BIM process. Others again may need to do both and will need to attend a different set of courses as part of their learning path.
Understanding the training your teams need has become a lot more complex especially when you are making significant changes to the way that your organisation does business. The answer is to rethink how you design a training programme. Avoid starting with the training marketing material, but instead think about the outcome that you want for your business from this opportunity to upskill your people.
Think strategically, then tactically, to help structure the process. For example, you may be an architect that wishes to participate in UK BIM level 2 projects whilst increasing your agility for creating and communicating innovative proposal options. To deliver this strategy you will need to carefully plan tactics that move the business to a model centric workflow, including which software to select and which team will support the change. You may decide that one of the team will be responsible for the preparation phase of the project, specifically ensuring that the modelling platform is in place and the right resources are available to the rest of the team. This team member needs to know how to model Revit in some detail, but they will also need to know how standard documentation templates are organised and how to manage a library of digital components. Based on this criteria their training programme should include the following courses:
- Autodesk Revit New User Training
- Autodesk Revit Training for Administrators
- Autodesk Revit Content Creation
- Autodesk Revit Template Creation
- Managing design data with Autodesk Vault course.
They may also need to attend non-product training such as a course on BIM process or BIM documentation appreciation. The important point here is that if you want to develop an effective BIM manager don’t just send them on a course for new users.
This approach works for all industries. If you are a business that designs and manufactures consumer products then your engineering team need multiple skills, not just how to model or create drawings or analyse product performance. Consider what you need from your people, understand the desired outcome of the training you are investing in and work with us to design a training programme that delivers that outcome.