CM322-2U: ® Rethinking Your Firm into Revit

Jon Anunson
BIM Coordinator, URS Corporation

CM322-2U: ® Rethinking Your Firm into Revit
Welcome / Introductions Orientation Discussion Conclusions? :: :: :: :: 5 Minutes 10 Minutes 35 Minutes 10 Minutes

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INTRODUCTIONS
4

INTRODUCTIONS
What we Do
7%

Where We're From
AU 3%

CA 11%

32%

61% US 86%

Production Research / Education

Management US CA AU Other

5

How BIG is your organization?

Over 400

151-400

80-150

20-80

1-10

0%

5%

10%

15%

20%

25%

30%

35%

How experienced is your staff with BIM?

We’re 100% BIM users!

75% or most people know Revit or other BIM software.

50% know Revit or other BIM software.

About 20% know Revit or other BIM software.

A few people have experience with Revit or other BIM software.

Not Used, Unknown 0% 5% 10% 15% 20% 25% 30% 35%

How Much experience does your organization have with BIM?
More than 30

11-30 Projects

6-10 Projects

1-5 Projects

None

0%

5%

10%

15%

20%

25%

30%

35%

40%

What % of your projects are completed with Revit?
76%-100%

51%-75%

25%-50%

less than 25%

none

0%

10%

20%

30%

40%

50%

60%

What % of your projects are completed with 100% of deliverables done in Revit?
76%-100%

51%-75%

25%-50%

less than 25%

none

0%

10%

20%

30%

40%

50%

60%

How big are your projects?
70 76%-100% 60 51%-75%

50

40 25%-50% 30 40%-60% 20%-40% 0%-20%

20 less than 25% 10

0 < 10,000 SF 10,000 to 50,000 SF 50,000 to 150,000 to 150,000 SF 500,000 SF

none > 500,000 SF

Where are you now?
Have Transitioned, Looking to move to the “next level.”

100% BIM in Part of the organization, making it global.

In the middle of a transition (so far so good!) Struggling with the transition (recovering from some missteps) Planning a transition Evaluating the use of Revit/BIM for production? (One or several test projects) Considering the use of Revit/BIM for production (no test cases) 0% 10% 20% 30% 40% 50% 60%

Are any of the following true about your organization Culture?

You see the necessity and/or benefits of IPD (Integrated Project Delivery) in your firm.

You see the necessity and/or benefits of IDP (Integrated Design Processes) in your firm.

All projects are required to be done in Revit.

0%

10%

20%

30%

40%

50%

60%

Are any of the following true about your organizations Standards?
You have created custom Revit plugins of your own.

You deploy the plugins for Revit.

You have a library of custom Revit Content.

You have a BIM Execution Plan.

You require BIM Deliverables from your consultants.

You use or have you used the AIA Contract exhibit AIA E202-2008. 0% 20% 40% 60% 80% 100% 120%

Are any of the following true about your organizations project delivery?
You charge extra for animations. You charge extra for renderings. You offer the BM model for sale as an FM tool.

You offer clash detection as a deliverable.
You deliver contract documents via a… You issue your model as a construction document. You deliver contract documents in… You deliver contract documents in locked/signed 3D… You deliver contract documents in locked/signed 2D… You have integrated cost estimation through Revit… You have integrated specifications through Revit via… Your CAD standards reflect the use of Revit. 0% 20% 40% 60% 80% 100% 120%

What do you think are the most DIFFICULT and IMPORTANT hurdles to overcome?
Project Workflow

Office Culture

Internal production requirements, Standards

User Training

Client Management Difficulty Importance

Contracts / Legality

How do you think your organization fares compared to the competition in your market?
Planning our Transition

Building Technical Expertise

Experience/ Portfolio

Behind Even Ahead

Implementing BIM-Oriented Workflows

Using BIM-Friendly Contracts

Will You Share Your BIM Plan?

No We Don't Have One

Do you agree with the definition of BIM supplied in the course material?

Yes No It’s too long; I haven’t read it all yet.

What most interests you about this Unconference Session?

Research, 27% Listening, 33%

Talking, 40%

Listening Talking Research

What would you like to see the most time spent on in the Orientation segment?

What do you know the least about, want the most information presented to focus on?
Other (please specify)

Scope, Model Management Contractors Bidding BIM Deliverables Model-Based Estimation Training Strategies

Collaboration & Roles Hardware
Workflow Contracts 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

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ORIENTATION
22

Workflow

Orientation

Collaboration

Roles

Workflow

Orientation

Collaboration

Roles

Workflow :: New Order of Operations

Plan

Design

Engineer

Document

Construct

Workflow :: New Order of Operations

Plan

Design

Engineer

Document

Construct

Work in Parallel, Not in Sequence

Design

Plan

Document
Engineer

Construct

Workflow :: New Order of Operations

Guess, Refine……
Be willing to start wrong.

Design

Plan

Document
Engineer

Construct

Workflow :: Iterations
Requirements Analysis & Design

Planning

Implementation

Initial Planning Deployment

Evaluation

Testing

Design

Plan

Document
Engineer

Construct

Refining the workflow through Iterative design
Phase/Effort/Focus Way points, Collaboration sessions, Contact Data points, steering opportunities All-Hands, Review, Goals and limitations Individual design solution progress/direction

Refining the workflow through Iterative design

Not more meetings… more information transfer Not more drawings… richer discussions

More integrated and frequent contact reduces the time individual designers and disciplines spend developing potentially divergent strategies.

Refining the workflow through Iterative design

"In my profession you really make progress based on how quick your development cycle is." Sergey Brin
(Google)

Tighter focus should mean faster development times

PD

SD

DD

CD

BC

*Continued:
Occupancy, Renovation, Reuse, Closing, Demolition

PD

SD

DD

CD

BC

C

O

*Continued:
Commissioning, Occupancy, Renovation, Reuse, Closing, Demolition

PD

SD

DD

CD

BC

C

O

*Continued:
Commissioning, Occupancy, Renovation, Reuse, Closing, Demolition

PD

SD

DD

CD

BC Cost of Changes

C

O

Impact of Changes

PD

SD

DD

CD

BC

C

O

Cost of Changes

Impact of Changes Focus decision- making earlier, when Impact is high and cost is low.

Iterations within the Phase - Sprints
• All Hands • Define Parameters, Goals • Define success for the phase • Team Requirements • Design Goals • Evaluate/Steer • Team Requirements • Design Goals • Evaluate/Steer • Team Requirements • Design Goals • Evaluate/Steer • Team Requirements • Design Goals • Evaluate/Steer

Kickoff

Round

1 2 3

Round

Round

QC

• All Hands Closeout • Prep for next phase

Workflow :: Managing a new process

Control Documents

LOD Matrix  BIM Plan  Deliverables Statement

Management Techniques

Training  Scrum

LOD Matrix (Model Progression Matrix)

LOD / Responsibility

TRAINING
The actions that organizations seem to be performing best that is, the actions utilized by over half of the executives included:
• Ensuring that learners are motivated to make the most of the learning event • Building confidence in learners’ abilities to learn • Linking new skills clearly to job requirements • Providing opportunities to practice the skills and receive feedback • Providing opportunities to apply these skills to their work • Modeling appropriate behavior during the learning

In contrast, the actions that are lacking, that is, the actions utilized by less than half of the executives included:
• Having learners set learning goals and reviewing them with their manager • Eliminating barriers to using the skills • Linking new skills clearly to career opportunities • Having learners and managers establish and review performance improvement expectations • Implementing processes to prevent loss of new skills over time • Preparing managers to coach and support new skills

MANAGEMENT TECHNIQUES

Learner Readiness
• • • • Motivation to learn Intent to use Career Goal Alignment Self-Efficacy

Organizational Alignment
• • • • Manager Support Peer Support Job Connection Learning Culture

Learning Transfer Design
• Practice and Modeling • Goal Setting • Application Review

Managing a new process: SCRUM

Workflow

Orientation

Collaboration

Roles

Workflow

Orientation

Collaboration

Roles

Leadership Roles for BIM Management

Executive
Managing Leading

IT Director, IT Leader, Software Administrator, BIM Council, Autodesk Program Manager

BIM / CADD Coordinator

IT Coordinator

BIM / CADD Leader

IT Manager

Model Manager

Practicing
Discipline Model Manager Discipline Model Manager Discipline Model Manager Discipline Model Manager

(New) Roles in BIM
Discipline Model Manager


    


On Multi-Discipline projects 1 person should be named Model manager for each Discipline-Specific model file to be maintained. Ensure that modeling requirements and LOD Matrix guidelines are being met. Maintains Export Views and produces NavisWorks caches from the model. Export or ensure that exports are made of NavisWorks Geometry Cache files (NWC) from Revit. Ensure that clash report items are addressed in the model. Maintain and verify workset integrity Periodic Audits and Compression of the Central file. Periodic consistency checks, purges and cleanup. The person who will maintain all exports and imports.

(New) Roles in BIM

Project Model Manager
    

  

One of the Discipline Model Managers. On small, or single-model projects, One person fills both roles. Single point of contact for all model-oriented questions. The person who will maintain the NavisWorks file and run clash detections. The person who will maintain uploads and downloads and otherwise manages the flow of information between modeling entities. Keeper of project-specific standards, graphic standards, Title Blocks and maintainer of communication about style and standards conflicts between consultants. Maintainer of Title blocks, including issues/revisions, Project Revisions, Client directed title block information Implement any client-specific project/shared parameters and schedules. Preserve / Record previous versions of the models (or ensure that backups or SharePoint versions are being maintained.

(New) Roles in BIM
Clash/Coordination Manager

This team member will work for the CM / GC / Designer(pick one) and maintain the coordination model and host clash review sessions. Manage collaborative Clash review sessions  Collect and combine Clash detection models from all participants.  Document and distribute clash reports.

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DISCUSSION
51

Contracts

Workflow

Estimation

Deliverables

Bidding

Contractors

Scope

The Venn Diagram of Need

Users

Business

Clients

Separate Needs, Separate Barriers to Success

Successful Transition

Identify the Pinch points

Separate Needs, Separate Barriers to Success
Identify the Pinch points: Cost Training Schedule ROI Attitude Liability / Legal / Contracts Workflow Funding Computer power

Successful Transition

Contracts

Workflow

Estimation

Deliverables

Bidding

Contractors

Scope

Guess wrong and refine
  

Engineering Budget Schedule

Front Loaded
PD SD DD CD Bids CA, Closeout

Traditional

5%

15%

15%

40%

7%

18%

BIM

5%

20%

25%

20%

7%

23%

Ideal

5%

25%

40%

15%

2% 8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Holistic

Collaborative

60

Collaborative
Collab
Pair

ARCH
Pair PM CM/GC work STR

P

E

M

61

Collaborative
PD SD DD CD BC C O

Cost of Changes

Impact of Changes Focus decision- making earlier, when Impact is high and cost is low.

NOT CAD
2D document review, integrated into the model

NOT CAD
 

But you still need Standards…. Different Standards

Contracts

Workflow

Estimation

Deliverables

Bidding

Contractors

Scope

Contracts

NOT IPD

 

IPD = Integrated Project Delivery
Leverage the benefits of BIM IS NOT BIM

Owner /Operator (district)

Integrated Contract Constructors (Contractor, CM, GC) Designers (Architects, Engineers

  

Shared Risk Collaborative Design Shared Reward
 

Project Savings performance goals

Contracts

Workflow

Estimation

Deliverables

Bidding

Contractors

Scope

Delivery
Constructio n, 2%

Operations

PROJECT FOCUS:
 

Staff

Design for Lifecycle, not for BIDS Viewed over a 30 year period, initial building costs account for approximately just 2% of the total, while operations and maintenance costs equal 6%, and personnel costs equal 92%.
Source: Sustainable Building Technical Manual / Joseph J. Romm, Lean and Clean Management, 1994.

Construction Operations Staff

Delivery

COBIE

Construction to Operations Building Information Exchange A Filing system for Building Documents

Plans, drawings, details  Warranty Documents  Instruction Manuals  Replacement Part Inventory
Space, System & Equipment Layout

Design

Build

Operate

Product Data, As-Built Layout, Tag/ Serial #, Warranties, Spares

Delivery
2D Construction / Bid Documents Energy Analysis Green Building Studio

Finite Element Analysis

 

Integrating Information from Multiple Sources Consolidated Information = better Database

VRML walkthroughs

Interior CFD & Comfort Levels
Exterior CFD Airflow Analysis

3D Massing And Analysis

Construction Phasing & Scheduling Visualization
Rendering Visualization

Automated LEED Scheduling

Rapid Prototyping Solar Radiation Studies Weather Envelope / Site Analysis

BIM
Revit model

Clash Detection & 3D Coordination
Artificial Lighting Analysis Daylighting Analysis

Contracts

Workflow

Estimation

Deliverables

Bidding

Contractors

Scope

Build Bottom Up

New Services & deliverables

Technique: Procedures, Training, Management

Tools: Computer Hardware,
Software

Build Top Down

Tools: Computer Hardware, Software

Technique: Procedures, Training, Management

New Services & deliverables

Hardware

CONCLUSIONS…

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76

Design is time well spent

77

Thanks!
Enjoy the rest of your time @ !

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Autodesk [and other] are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand names, product names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product and services offerings, and specifications and pricing at any time without notice, and is not responsible for typographical or graphical errors that may appear in this document. © 2010 Autodesk, Inc. All rights reserved.