Barrat Developments (Construction)- 3D Printing

Management of Technology
CRSID: IFNJ2
Abstract
Technology management can assist organisations such as Barratt Developments in effectively
deploying cutting-edge technology from the start. This study proposes a technology management
guideline to deploy 3D-printing technology at Barratt Developments. The methodology includes a
thorough identification and selection principles using technology intelligence methods, followed by
selecting and acquiring the appropriate technology while utilising management tools such as risk
analysis, scoring cards, and absorptive capacity matrices to reduce uncertainty. Additionally, the
study recommends that, once the final product has been developed, the company focus on
preserving the technology through intellectual property protection, patents, and staff retention.
Furthermore, it suggests that the company has various business model options available to exploit
the technology and generate profits. The final decision should be based on the company's strategic
goals.

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Table of Contents
1-Introduction ............................................................................................................................ 4
2- Management process of adoption and deployment of 3D-printing ......................................... 4
3-Discussion: Other important factors ...................................................................................... 11
4-Conclusion ............................................................................................................................ 12
Reference................................................................................................................................. 13

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1-Introduction
Additive manufacturing, or 3D printing, has the potential to revolutionise the building sector by
making construction faster, cheaper, and more flexible [1, 3]. Complex shapes and patterns that
would be difficult or impossible to create using traditional construction methods can be produced
using 3D printing [3]. As a result, many companies are interested in this emerging technology.
However, due to technical performance and cost uncertainties, decisions about whether to adopt
new technologies can be difficult. Technology management is the process of developing, deploying,
and maintaining technological products, services, and systems within an organization. It involves
strategic and operational challenges and requires using various tools and methodologies to be
effective. Technology management is concerned with strategic and operational challenges, and it
requires developing and implementing technology management processes supported by multiple
practical and effective tools and methodologies [4]. In 1995, M.J. Gregory identified five key crucial
responsibilities for technology management teams to consider when deploying new or existing
technology within an organisation [4, 5]. As a result, some of the primary roles of the technology
management team are as follows: 1) identifying and analysing the organization's technology needs;
2) selecting new technology; 3) acquiring and adopting the selected technology; 4) exploring the
technology to generate income; and 5) protecting the technology's expertise and knowledge [4].
This study aims to develop the optimal process for the deployment of 3D printing at Barratt
Developments, a leading housebuilding company known for its commitment to sustainability and
innovation in the construction industry. By analysing and considering these five key responsibilities,
this study seeks to provide recommendations for Barratt Developments to make informed decisions
about adopting 3D printing technology, focusing on maximising the benefits and minimising the risks
of adopting this technology at Barratt Developments.

2- Management process of adoption and deployment of 3D-

printing
The adoption of 3D printing technology in the construction industry has the potential to bring
numerous benefits, including cost savings, reduced waste, and increased design flexibility [3].
However, as with any new technology, some potential risks and challenges must be carefully
considered, such as concerns about the quality and durability of 3D-printed structures and questions
about the scalability and suitability of the technology for large-scale construction projects [6]. To
address potential risks and challenges and ensure the successful deployment of 3D printing
technology at Barratt Developments, it is vital to develop a roadmap that aligns with the critical
responsibilities of the technology management team in identifying and analysing technology needs,

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selecting and acquiring new technology, exploring technology to generate income, and protecting
technology expertise and knowledge. As shown in Figure 1, a well-developed roadmap can help
Barratt Developments navigate the potential risks and challenges of adopting 3D printing technology
and effectively deploying it in a way that aligns with the critical responsibilities of the technology
management team.

Figure 1: Managing the Deployment of 3D Printing Technology at Barratt Developments: A

Roadmap

2.1- Technology Identification

The success of incorporating 3D-printing technology at Barratt Developments will hinge on the
comprehensive and efficient execution of the identification phase, as it sets the foundation for the
following stages detailed in Figure 1. This process aligns with the Technology Intelligence (TI)
principles, which involve the deliberate collection, examination, and utilisation of information about

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technologies to make informed decisions [7]. Merging the principles of the identification phase of
3D-printing technology management with those of technology intelligence (TI) can aid organisations
such as Barratt Developments in realising the full potential of 3D printing technology by providing
them with the necessary knowledge and insight for a successful deployment. During the
identification phase, the organisation can employ Technology Intelligence (TI) techniques to collect
information on various 3D-printing technologies and vendors to evaluate which technology aligns
best with Barratt Development's needs and goals in the construction industry. By leveraging
technology intelligence (TI), Barratt Developments can anticipate potential technological risks while
also identifying potential opportunities, thus enabling it to make informed decisions. [7].
To initiate the identification phase, Barratt Developments can establish a monitoring programme for
new and emerging 3D-printing technologies in the construction industry. This can be achieved by
keeping abreast of literature publications, participating in conferences, and conducting patent
searches. The information acquired during the scanning stage can then be used to evaluate the
potential impact of various 3D-printing technologies on the company, identify both risks and
opportunities, and determine which technology aligns best with the company's needs. Then, the
insights and knowledge acquired should be shared and discussed among relevant stakeholders
within the company through training programs, communication channels, and dissemination efforts.
During the identification phase, decision-makers, as intelligence consumers, hold a critical role in
ensuring that the relevant information is gathered to address fundamental questions such as: (1)
What knowledge is essential for the organization? (2) What is the rationale behind the need for this
information? and (3) What actions or decisions will be taken once this information has been
acquired? [7, 8]. Finally, with the information and insights gained, decision-makers can utilise the
gathered knowledge to innovate and enhance existing 3D-printing technology and devise strategies
for leveraging the technology for competitive advantage or risk management. These strategies can
then be employed to evaluate and refine the technology intelligence activities as necessary to
guarantee the successful implementation of 3D-printing technology. Kerr et al. (2006) describe the
process outlined here as "the system operating cycle" [7], as depicted in Figure 2.

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 Figure 2: The system operating cycle (from [7])

2.2- Technology selection

The selection phase for Barratt Developments involves implementing evaluation and selection
techniques for the projects identified during the identification stage of the roadmap [9]. Ideally, the
organisation would have the means to pursue all viable opportunities. Still, given the constraints of
limited resources, it is crucial to prioritise and select the most promising options in the early stages.
At this stage, it is assumed that the identification stage could filter specific requirements for the 3D-
printing technology in the construction industry. This includes factors such as the types of materials
that need to be printed, the size and complexity of the objects to be printed, the printing speed and
precision required, and the scalability of the technology [10]. Based on the research and evaluation
of 3D-printing technology and vendors, Barratt Developments can assess the value of the
technology (VOT) and the value of the market (VOM) using the technical approach proposed in
Park et al.'s (2004) proposal [11] by conducting a cost-benefit analysis, assessing the return on
investment (ROI), researching the market, assessing customer demand, assessing the technology's
scalability, and evaluating regulatory and legal compliance. All these steps help make an informed
decision on whether 3D printing technology is a viable and beneficial investment for the company.
Figure 3 depicts the technical approach described here.

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 Figure 3: Structural relationship between VOT and VOM [11]

Notice that the risk evaluation is also conducted. This could be where technology valuation becomes
more than a science and becomes an art [11]. Barratt Developments can create a risk management
plan for implementing 3D-printing technology by identifying potential risks and outlining mitigation
strategies. This process should involve input from multiple stakeholders and decision-makers to
ensure that all perspectives are considered. A well-defined risk management plan is crucial for
successful implementation and will include clear goals and requirements set by stakeholders. Thus,
the scoring tool is beneficial for stakeholders and decision-makers as it helps them evaluate the
potential of initiatives and make informed decisions [9]. This study proposes using a scorecard with
a 1–5 rating system, with 1 indicating the lowest level of risk and 5 indicating the highest, to evaluate
various risk factors specific to the organization. This scorecard will assess technical risks, financial
risks associated with deployment, regulatory risks related to construction operations, integration
risks associated with integrating with existing systems, and market risks related to market trends
and future developments in 3D-printing technology. The scorecard will enable the organisation to
assess the potential risks and make comprehensively informed decisions. It is important to
emphasise that the acquisition context and options should be considered throughout the selection
step.

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2.3- Acquisition of technology and resource allocation
Following the selection of a specific 3D-printing technology, Barratt Developments will proceed to
the acquisition phase. During this stage, the organisation must acquire the necessary equipment,
including 3D printers and associated peripherals, and the expertise required to support its chosen
strategy. Careful planning and coordination will ensure that the equipment and expertise are
acquired quickly and cost-effectively. The company's motivation, the partners from whom the
selected technology is purchased, and the acquisition procedure will impact the implementation of
3D-printing [12]. It is crucial to have well-defined corporate goals that have been thoroughly
analysed and discussed among stakeholders and decision-makers during the implementation
phase of 3D-printing technology. Additionally, the source of the technology is a crucial factor that
will determine the success of the implementation. To ensure a wide range of options and stay
informed about current and future technological advancements, Barratt Developments should form
a dedicated team with which to communicate and collaborate with various 3D-printing technology
companies, universities, and start-ups. However, the options must be carefully evaluated based on
the organization's specific needs and capacity to utilise the technology to select the most suitable
solution that aligns with the corporate goals and objectives [12]. Barratt Developments, with its
extensive experience in the construction market since 1968, likely has a high level of absorptive
capacity to integrate emerging construction technologies, which could give the company a
competitive advantage. To fully leverage this advantage, the company should utilise resources from
its Research and Development (R&D) centres and its stock of Intellectual Property (IP) [12].
Additionally, the company's ability to effectively collaborate and communicate with a diverse range
of external partners, including small and large companies, and fast-moving and slow-moving
companies, will be crucial to its success in incorporating new technologies. Decision-makers at
Barratt Developments will have to decide based on the factors discussed in this section. These can
further be used to map the options using the 2-by-2 matrix shown in Figure 4. The ideal goal is to
have a positive match, but the management team should be prepared to make some concessions
based on the level of impact on the company's goals. Another important aspect of this phase is
training employees on using the technology. This will include technical training, such as operating
and integrating the 3D printers and software into the organization's workflow and processes. Barratt
Developments will be able to incorporate 3D-printing technology smoothly and reap its short- and

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long-term benefits by obtaining and absorbing the necessary resources, infrastructure, and training.

Figure 4: Matrix to absorptive capacity to integrate technologies (from [12])

2.4- Exploitation of the technology

Exploitation entails the methodical transformation of technologies into marketable products or
identifying ways to monetize them through sales or partnerships [5]. This can be achieved through
licensing, developing new products, making incremental improvements, streamlining processes,
and optimising supply chain management [5]. The most appropriate business model for exploiting
3D-printing technology at Barratt Developments will depend on various factors, such as technology
capabilities, organisational goals and resources, and market conditions. For the company to
establish a strong market position, it is recommended that Barratt Developments consider an
internal-use business model where the technology is utilised to produce building components in-

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house, reducing outsourcing and streamlining the construction process. The organisation could also
leverage the technology to develop and commercialise new building products such as prefabricated
parts or custom architectural features. Additionally, offering 3D-printing services to other companies
in the construction or manufacturing industries, forming a joint venture with a specialised 3D-printing
company, and licencing the technology for a fee are all viable options to maximise profits. Decision-
makers at Barratt Developments should evaluate these options based on short- and long-term
strategic goals to determine the most suitable business model.

2.5- Protection of the technology

The technology management team at Barratt Developments should take several steps to protect
the organization's expertise and knowledge about 3D printing. One essential step is to implement
intellectual property (IP) policies, and these policies should clearly outline the procedures for
protecting and commercialising the organisation's innovations and inventions. This can include filing
patents, trademarks, and copyrights and ensuring that confidential information is secure [4].
Another critical step is to establish partnerships with research institutions or technology companies.
By collaborating with other organizations, Barratt Developments can gain access to the latest
research and developments in the field of 3D printing, as well as share knowledge and expertise.
This can also give the company access to new technologies and innovations unavailable on the
market. The management team should also be cognizant of the significance of providing training
and fostering staff retention. This ensures that the staff are equipped to use the new technology
effectively and helps preserve the organization's accumulated expertise [4,5].
Overall, by putting in place intellectual property policies, making partnerships, and investing in
training and professional development, Barratt Developments can protect its expertise and
knowledge about 3D-printing and make sure it stays at the top of the industry.

3-Discussion: Other important factors

While managing the technology process outlined in the previous discussion can assist Barratt
Developments in successfully deploying 3D printing, it is crucial to consider other factors that will
ensure a seamless implementation. In addition to following Gregory's five steps for proper
management [4,5], this study suggests incorporating a lookback analysis to evaluate past
performance and pinpoint areas for improvement. This will help to ensure that the entire process is
not only successful but also continuously improved. Similarly, engaging key stakeholders
throughout the process is crucial to the success of the 3D-printing technology deployment at Barratt

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Developments. This includes ensuring that the needs and concerns of employees, customers, and
suppliers are taken into account and building support for the adoption of the technology.
Additionally, implementing a well-established stage-gate management model, which includes
phases such as idea generation, concept development, business analysis, design and
development, and reviews [13], will help ensure that the project is moving in the right direction and
that resources are being allocated efficiently. During the whole process, there must also be a clear
and effective communication plan to keep all stakeholders up to date on the deployment's progress
and any updates or changes.

4-Conclusion
Implementing a new technology can be a complex and challenging process, but by following a
structured approach to technology management, organisations like Barratt Developments can
streamline the deployment process. This should include a thorough identification phase utilising
technology intelligence methods, followed by selecting and acquiring the appropriate technology,
using management tools such as risk analysis, a scoring card, and an absorptive capacity matrix to
reduce uncertainty. Effective exploitation and protection of the technology and expertise acquired
will ensure the short- and long-term success of Barratt Developments in the construction industry
with the cutting-edge technology of 3D printing.

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