AIS Construction PROF

[shamimhasan07]

I would like to note that we provide companies with a service for adapting our regulatory framework, since each of them is individual and requires a different amount of resources. Therefore, we help determine how much resources a specific company will spend, what amount of expenses will be for the project.


Your methodology has some similarities with the concept of lean manufacturing. Did you telefonnummer iran draw ideas from there?
Something yes, but let's be honest: lean manufacturing is a thing of the past. We now live in a digital world, where everything is different. In addition, this methodology is more suitable for the production sphere, and we are doing something else. Personally, I am generally closer to the Soviet approach to improving work processes: R & D, etc.

Okay, let's move on to discussing the AIS Stroika product. Do I understand correctly that the program has several interfaces for different levels of roles in the company?
That's right, I'll tell you a little more. Our solution has undergone several updates and today already has a multi-level architecture: both customers and general contractors and subcontractors can work in it.

The initial resource model is created by the party that is the initial holder of the product. And then comes packaging, transferring some types of work to lower levels.

And already within the company there is a gradation, which you are talking about, by the main consumers: the owner, the CEO. But the key user remains the planner or the project manager.

He builds a resource model or a project implementation plan based on the standards. The schedule is built immediately until the end of the project. In addition to the resource model, the project budget is also formed. In essence, the manager must live the project and confidently declare that he will be able to implement it within such and such a time frame and with such and such a spent standard resource.

Which sub-sectors is your solution best suited for: infrastructure, civil, industrial construction?
In any. It is clear that we work most with organizations in the field of infrastructure construction, since we ourselves were once its participants.

But we also have experience working with specific companies. For example, with the National Roofing Union, which includes more than a hundred companies that deal only with roofing. Together, we have developed standards for laying all types of roofing that are used in Russia.

We also worked closely with companies involved in drilling and foundation construction.

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Tell us about your go-to-market process: how did you go from ideas to sales?
First, I will share my vision of how software products are created today. In my opinion, one of the trends now is complex ecosystems. A bright representative of this category is 1C. In addition to the accounting system, they develop many other services that cover all business processes in construction: planning, creation of executive documentation, etc. But any ecosystem drives you into a framework. As a rule, market leaders are not satisfied with this, and they either take the basis of these products or begin to develop their own corporate solutions.

Then the creators of these successful corporate solutions either enter the market with them or turn them into a separate product that is offered on the market. Then, if the product does not develop, it is absorbed either by some existing ecosystem or supplemented by some corporate solution.

And only a few companies go through this iteration sieve and create a service that is capable of working independently, performing some function well and integrating with other services.

Entering the market, we clearly understood this problem and saw the need for an applied, quickly integrated service specifically in the field of economics. We wanted to create a product that would provide useful tools specifically to the manager, which would help the top manager quickly take control of the project cost management.

In general, many market leaders who position themselves as key participants in the digitalization of the construction industry, unfortunately, are not creating scalable corporate solutions. They adapt them to their business processes. And if a top manager moves to a new, smaller organization, he faces a lack of applied tools for managing the company.

That is why we are now supporting and developing our software product in this direction, so that it becomes an application service that everyone could choose for themselves, based on its price, format of use, and methodology.