AUGIWorld Magazine - September/October 2008 - (Page 4)

The CAD Manager What’s Your Impact? We all know that the CAD manager function includes developing standards, selecting software, troubleshooting, supporting, and improving the CAD environment. But just how much impact can CAD managers have? Can they really change the workflow of others? Can they modify the culture of their companies? What is your impact quotient? Most people like to measure influence. How much influence can you muster upon an issue? Influence is used upon others to get things done. But this is about impact. Impact is the result of influence. Impact is what changes things. If there were no impact when an automobile collides with a brick wall, then there would be no need to take the car to the repair shop. Impact leads to significant changes. The greater the impact, the greater the change. CAD management is all about change. Having greater impact will allow you to make greater change. Many CAD managers think they can impact others and try to do so. They feel that part of their commission is to fix what is broken. They feel that their job goes beyond the creation of processes and standards. They feel that if they change only the checklists of CAD and not the spirit of the process, then they will end up being disappointed in the outcome. You know what? I agree with them. If you are out to make an impact, don’t forget about things beyond your job description. If you want to really improve the output of your CAD efforts, you have to work on 4 that? Do you have the right mix of talent, position, authority, and respect? How do you know? Here are a few things that move you up on the impact scale. You report to the senior management of the firm. May not be the CEO, but it should be no more than one step below that level. You should report to someone who reports directly to the CEO. At most firms, the org charts are fairly flat. Many firms have sought to reduce the rungs on the ladder between the shop floor and the top floor so that there are fewer steps to the top. On the other hand, if you are not reporting to the CEO or one of his or her direct reports, it is not the end of the world. It is not that you must be high up on the ladder to get things done; it just will raise your impact quotient if you do. You have “bottom line” authority to approve or terminate CAD software purchases. When someone wants to purchase a CAD tool, are you the one who says yes? Can you say no? Can someone else overrule your decisions? Now, I understand that in the matrixed environment of today’s firm leadership, you have to check with others. But if it came down to it, could you buy something that others thought was not a good idea, even if you “know” that it is the right tool? Or could you stop the purchase of a tool that did not really fit into the mix of software that you have planned out? You define the CAD plan. You act as a firm strategist, creating operational plans for CAD progress. Are you the person who determines the future direction of CAD in w w w. A U G I . c o m standards, guidelines, procedures, and also people and culture. But are you in the right position to do http://www.augi.com

Table of Contents Feed for the Digital Edition of AUGIWorld Magazine - September/October 2008

AUGIWorld Magazine - September/October 2008 Contents The CAD Manager 2008 Salary Survey Save Time with Impression Blocks In the Family Way Structural Stairs Autodesk University 2008 Preview Action Recorder How to Embrace Third-Party Data On the Back Page

AUGIWorld Magazine - September/October 2008

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