rethinking your firm into revit : the transition to bim...

Rethinking Your Firm into Revit®: The Transition to

BIM Takes More than Software Jon Anunson – URS Corporation

CM4777-U BIM as a technology and process is radically different from traditional design practice.

Are you going to try to press your traditional practice into the BIM mold? If we're going to reorganize design to utilize BIM, then let's rethink the way we approach and manage design. When does engineering work start on a facility? Why does your staff sit where they do? How do you evaluate computer hardware purchases? What has worked and not worked in your practice to leverage the tools that BIM provides in order to produce better and/or more profitable projects? How do you train your users? How do you measure their abilities? Do you continue to use drawings? How and Why? What radical change can you imagine to the design process that will make use of the technology and tools now available to us as designers? Speak out and learn from others!

Learning Objectives At the end of this class, you will be able to:

Assess your own approach to using Revit in terms of your ability to benefit from the advantages provided by the software.

Identify key differences in the way information is gathered and communicated when using BIM.

List potential techniques and pitfalls discussed by industry compatriots who are working on the same transition.

Evaluate the way team and process organization are shaped by the format of the design medium.

About the Speaker

Jon Anunson, AIA, NCARB, BIM Coordinator, URS Corporation.

A registered architect and database programmer/software engineer, Jon has 30 years of experience in computer graphics, 3D Modeling and programming and 20 years of experience in architectural design and production. He's worked with enriching 3D design models and documents with client, design, and construction data for over 15 years, and has been an active Autodesk Revit® user since version 1.0. Jon has coordinated BIM implementations of complex architectural and engineering projects such as hospitals, airports, and secure and federal projects ranging in size up to millions of Square Feet. He consults on projects with a variety of special needs including 3, 4, and 5-D construction coordination, complex delivery methods, the utilization of IPD Protocols and model collaboration, and the integration of specialty data and computational needs. He has presented BIM concepts and techniques to various national and international trade & industry groups, local and regional AIA meetings, and at university and college lectures and symposiums.

[email protected]

mailto:[email protected]

CM4777-U: ЯE Thinking Your Firm into Revit® The Transition to BIM Takes More than Software!

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Introduction Rethinking your firm into Revit:

The process of designing and documenting buildings has remained relatively unchanged for hundreds of

years. Now, we’re beginning to see tools that can improve our creative and technical delivery process, but

how can we take advantage of these tools. The most difficult part of implementing BIM is not the

software selection. BIM is more than just a technology; It’s a process. In this unconference, we’ll

discuss how we can create a process / culture / environment in existing practices that enable us to fully

leverage the benefits of BIM.

Discussion Plan: In order to make the most of the discussion time, let’s plan on minimum "Orientation" Time, I will lead us

in a survey of our base assumptions. We'll go as fast as the group can, so we can maximize our time

learning from each other's experience and expertise.

Section Start Length End

Introductions 3:15 PM 0:10:00 0:10:00

Orientation 3:25 PM 0:15:00 0:25:00

Discussion 3:40 PM 0:50:00 1:15:00

Conclusions 4:30 PM 0:15:00 1:30:00

End 4:45 PM

Outline

Introductions who we are

A brief review of our names, and the group's statistics…

Orientation basis of discussion

A presentation of the information for the basis of our conversation…

Discussion What we’ve done, what we know, think, wonder

Group investigation of the issues, sharing experiences, advice…

Conclusions what we agree on

Common conclusions (document post-conference)

End Let’s Keep in Touch!

Follow-up & Contact info will be provided after AU.

Thank you for attending!

Complete the AU Conference Survey at a survey station and receive an AU 2011 T-Shirt.

You (attendees) will receive a link (via email) for to evaluate this session, and surveys can also be

completed on a survey station here at the event.

Contact me with follow-up questions, suggestions, or other requests @ [email protected].

mailto:[email protected]


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Introductions You were asked to fill out a web survey prior to the Unconference to help inform our discussion.

https://www.surveymonkey.com/s/URS_BIM_AU_2011

Questions and results will be documented here for your reference.

Orientation Material

Definition: BIM BIM is more than Software. BIM IS: a technology, a process, and a potential service/ deliverable. Overall

BIM influences nearly all of the design and construction process.

BIM is the collaborative and holistic process of designing and documenting a building in a Data-centric,

relational information model about the facility.

BIM is a Technology.

As a documentation technique, BIM augments the design team’s ability to create coordinated, accurate

design documentation, respond to changes more rapidly, and predict and avoid construction conflicts.

The BIM model is a 3D representation of the building and the equipment and furnishings within. Each

object in the BIM Model represents an actual object, and contains information about itself, such as its

relationship to other objects, its utility requirements, clearances; Even warranty and specification

information can be embedded in each item so that users of the model can navigate to equipment in

specific locations within the building and review a full complement of information about the object. The

design then, becomes a database of objects, relationships and specifications. This database of multiple

forms of information captures more design intent than traditional drawings, and creates a platform for

managing work, schedule, and change during design and construction. By documenting a design in a

BIM model, we create a more intelligent, and nimble facility plan that enhances the construction process,

predicts conflicts before they occur, and can adapt to changes with less effort.

As a technology BIM forms a relational database of facility information that can create the backbone of a

facilities management and operations process for the lifecycle of the building.

The ‘I’ is the most important part of BIM. BIM is an INFORMATION model about a building, not a

building model that has extra information attached.

True BIM comes from a Relational Database. The advantage of working in BIM stems primarily

from our ability to leverage the relationships between, and the cascading reference to, tables or

lists of information

BIM isn’t necessarily 3D, but as it’s an Information Model about a building, It most likely contains

information that is at least partly geometric.

In practice, BIM is not, nor is it very similar to, CAD.

BIM is a Process.

Creating a BIM model in the early design phases of a project creates a rich collection of information about

project requirements, design intent, and building performance. BIM design places enhanced design and

coordination effort for all design disciplines earlier in the design process where greater change can be



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affected with less cost and schedule impact. This allows designers to make more informed decisions,

and test more concepts for greater benefit to the finished design. Scenarios for building layout, building

performance, and construction strategy can be simulated and quantified. The construction can be more

easily quantified to understand the cost impact of design options. Alternate energy, air, and lighting

strategies can be tested for performance and cost. Quality and Quantity can be better understood,

Summed, and evaluated by all parties involved. Better designs come from informed decisions, and the

ability to more fully investigate and evaluate design concepts during the early design process.

A BIM Process is Collaborative. The more input that can be combined into the process earlier,

the more opportunities we have to improve the design, construction, and operation of a facility.

BIM Based design wants to be Holistic. It’s difficult to separate specific tasks from the overall

goals in BIM, which is a good thing, even though it introduces difficulties with traditional staffing

models.

BIM models are designed in Iterative refinements. Guess early, alter, evaluate, and refine. Draw

it wrong before you draw it right.

The preceding 3 bullets mean that your design budget must be Front-Loaded. It takes more effort

to get to the traditional SD, and DD deliverables at the same level of detail. Not because it’s

harder, or because it’s less efficient, it’s because it requires more consideration and coordination

as part of the process. Once a team is good at BIM, it becomes more comfortable and profitable

to allow front-loaded budgets on BIM Projects.

BIM is not IPD (Integrated Project Delivery). BIM works very well in an IPD environment, and

enhances the IPD process. IPD also helps with the Collaborative, Holistic, and Iterative needs of

a BIM Process. They’re complementary, but either one can exist without the other.

BIM is a Game Changer for Design, Construction and Operations

BIM is the basis of a modern method for unifying and coordinating information, providing opportunities to

improve efficiency, responsiveness, and quality.

BIM is the basis of a modern method for unifying and coordinating information, providing opportunities to

improve efficiency, responsiveness, and quality.

Design Advantages with BIM

During the design of the project BIM -base processes allow for more detailed collaboration between the

designer and the owner, and between the design partners. Because the facility is created and shared in

3D, the coordination between disciplines is enhanced and because conversations about design can

address spaces and functions in comprehensive 3D views, facility owners can have detailed feedback on

the qualities of space, and design issues and tradeoffs being considered.

In addition, a BIM Database provides a much larger reservoir of design and construction information

earlier in the design process. This data can be leveraged for analysis and simulation, to provide the

design team very early feedback on building construction and operation costs, sustainable design goals

and the building efficiency, and to predict the performance of systems, thermally, acoustically, visually,

and otherwise.

At the end of the design phase, by using collaborative processes based on a shared BIM database, the

design team can have a better-coordinated set of documents that illustrate a more thoroughly considered,

tested, and approved design. They can know in great detail what the building will look like, cost, perform


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like, and how long it will likely take to build. They can also understand the specific impact of the selection

of each design alternative had on this performance.

Clarity of Communication, Interaction

Coordination, Synergy

Documentation

Analysis (LEED?)

Construction Advantages with BIM

When the design is being documented in a BIM database, there are further opportunities to leverage the

BIM model for construction. With a collaborative environment based on shared BIM Data, design

partners can provide a platform for construction partners to find further efficiency in the building process.

The model can be analyzed for constructability, and construction objects like scaffolding, cranes and

delivery times/methods can be added to the database. Issues like sequence and staging can be

visualized and planned in detail. Time (4D) and Cost (5D) data can be added to the BIM Database to

analyze the cost and sequence/speed of construction. This analysis will allow the constructor to reduce

field costs such as on-site storage, enable just-in-time delivery of construction materials, and provide for a

safer, better planned work site, all of which allow for significant savings. The 4D (time analyzed 3D)

model also becomes a tool to track project process, identify schedule issues very early, and address

them to keep construction on pace. The 5D (Cost analyzed 4D) model provides the same tracking /

oversight ability for material costs.

Fabrication drawings can be added to the model in 3D, reducing the possibility of conflicts during

installation in the field. 3D shop-drawing procedures further reduce waste and errors, and reduce owner

liability for in-field change orders due to conflicts in installation or clearance issues.

As a change management engine, the BIM Model remains useful throughout the construction process,

ensuring accurate assembly and installation, coordinated construction, and compliance to design

documents. At the end of the construction process the well-maintained construction model is a digital

document that represents the construction as-built, including the steps in construction that created the

facility.

Coordination

Just -In-Time

Schedule Tracking

Verification

Overall Efficiency

Operational Advantages with BIM

With an as-Built BIM model, owners now have a facility management tool that is far more detailed and

useful than 2D drawings. Because a BIM is a database, direct data about individual elements in the

building is much more accessible. The BIM Database can be accessed directly, or converted into an FM

(Facility Management) database platform, where work orders and office assignments can be managed

based on accurate 3D information on the facility. Through the lifecycle of the building, the accurate As-

Built BIM model is a tool that can be used for maintenance and alterations to the facility, as well as to test

and manage operational alternatives, even to validate systems commissioning.


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Throughout facility design and construction, the use of BIM technology encourages collaboration,

enhances coordination, and provides better tools to predict performance and manage change.

Data-Centric Approach

Inventory

Moves, Occupancy, Scheduling

Maintenance, Tracking, fulfillment

Organization, Filing, paperwork, Warranties


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Concepts that require change

Holistic

Addressing big-picture decisions and filtering down to specifics gradually. Do designers stop designing?

When does engineering start? How can we ask our engineers to design an incorrect solution based on

early information and still be profitable?

Front Loaded

Consider that it’s likely some traditional fee schedule has been shown to your client as early as the RFP

response. Most were already expecting something similar before requesting a proposal. What will they

expect for what percent of the fee? Are they sophisticated enough to care about the level of detail in

early deliverables? If so, are they also sophisticated enough to recognize the benefits of BIM deliverables

relative to their increased up-front investment, or a front-loaded fee schedule?

Collaborative

How will you share model information with the contractor? How will you gather program and goal

information from the client? Is the client prepared for the information demands they will need to meet to

populate a BIM database?

BIM Is Not CAD.

People working on a BIM model no longer work on representational images; they create virtual

representations of actual objects. In order to be effective, they need to understand the construction and

assembly of materials, the function of systems, and the purpose of elements in the design. How will you

use drafters in the BIM process? How will your engineers impart sufficient information to modelers about

system function and intent?

BIM is not IPD

But one of the reasons for the IPD framework is the need to protect professionals who collaborate on a

BIM solution from the liability issues that arise from a shared information database that extends beyond

the traditional level of detail in an “Instrument of Service” document. So, how can we benefit from this

collaborative environment without assuming more risk than we’re prepared for? How do we ensure

others work with us toward our common best interest? How do we assimilate data from design and

construction partners who have no direct contractual relationship with us?

Engineering can/must be efficient before Design is complete

Building Structure and system design are integral parts of the machines for enclosure that we call

buildings. In a holistic, iterative approach we need to ask engineers (in-house, or consultants) to buy into

the front-loaded schedule, to model before a final design is possible, and to change the model as

decisions progress. This tends to be a difficult sell for a discipline that is trained to provide accurate

answers to specific questions. Can you ask your consultant to skip the one-line diagram and narrative

and instead design a hypothetical partial system? Can you ask your structural engineer to provide 3D

schematic structural design? As engineers, can we maintain a budget while modeling inaccurate systems

and revising? There’s plenty of evidence available that these techniques work, but it may take a leap of

faith and some timid testing to get everyone on board.


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Barriers to Change We can all identify some major points where the concept of BIM deviates from tradition in our industry, but

there are also still some very sticky barriers within our own offices that will also have to be overcome.

Office Culture

How do you break old habits? Take away old tools? Provide education, rewards?

Staffing

What roles do you define as part of your salary structure? Do they apply in a holistic modeling

environment? Do you have enough of the right kind of knowledge available? How will you get those with

the design knowledge to efficiently embed it in the model?

Industry Culture

Are your design consultants and construction partners ready to work with you in BIM?

Legal /Insurance requirements/precedent

Does your liability insurance cover BIM deliverables? Would they if they understood what they are?

Does your contract protect you?

Existing Contract language

Is the contract your organization uses obligating project teams to work in a way that’s less BIM-Friendly?

Traditional Workflow

Complete the design, get sign-off, engineer the structure, layout ceilings and ductwork, review,

coordinate, detail, deliver. Sure, you still can do this, but if you wanted to get the most value from the

technology you’re using, perhaps there’s a better process.

Delivery Requirements

Do the delivery standards of your clients require you to produce documents in a less efficient manner? A

specific file format? There are workarounds.


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Tools that Enable the ЯE Think

Targeted Change

Your firm is a firm for a reason. BIM can’t be a complete wipe of the slate, but it affects so many areas of

practice that targeting all of the elements that need change can look like a full restart. This won’t win over

your staff, or allow you to maintain the properties of the organization that have led to its success. What

are the most important triggers that will allow for success without damaging the best parts of the existing

structure and culture?

Empowered Staff

Give staff who must cope with the procedural changes of a BIM workflow the authority to question

standards, suggest changes, and identify inefficiencies in the way they need to work with the BIM model.

The model authors will be able to quickly identify practices that hurt the bottom line, slow down BIM

development, and introduce the opportunity for error. Don’t ask transitioning staff to shift platforms

without giving them the ability to tune their process accordingly.

BIM-Friendly Contracts

Can you create contracts that allow you to work in a more BIM-friendly sequence and still provide clients

with the deliverables and controls they’re expecting? What needs to change? Below is a set of billing

schedule graphics. It includes 3 tracks: Traditional, a BIM-recognizing schedule that has been published

and used by a number of standards, and an Ideal schedule that reflects the best-case use of money

where it matters by all parties. How can contracts and pre-project planning help move a project closer to

the ideal? What internal changes will also need to be made to enable this distribution?

5%

5%

5%

25%

20%

15%

40%

25%

15%

15%

20%

40%

2%

7%

7%

8%

23%

18%

0% 20% 40% 60% 80% 100%

Ideal

BIM

Traditional

PD

SD

DD

CD

Bids

CA, Closeout


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Model Planning

Know what questions to ask before starting. Educate the client. Address the deliverables, and

Work/Model to the Deliverable. Plan the model files with file size, team size, and all final deliverables in

mind. Plan the clash-detection and/or coordination procedures, for all phases. Once you start to model,

Utilize the Model Data well; Feed your Database!

Training Structure

Transitioning to new design and documentation software and techniques is a significant effort. In order to

be successful in such a transition, training will be required. The transition to a BIM environment from

traditional CAD is especially difficult. Most groups underestimate the scope of change involved; the

technological change from CAD to BIM involves a paradigm shift in project planning, execution and

management, as well as a change in software and technique, and computer hardware requirements.

This is a list of potential training strategies, and how and when to best implement them in a transition from

CADD to BIM. All of these techniques can be used together, or individually as needed.

Provide a structure and recognizable roles for staff to access help and to define responsibility.

Name an office BIM leader, Try to find a Managing BIM Coordinator, and announce these people's roles

and responsibilities to the office.

Office and or

Studio/Discipline/Practice/Project BIM

Leaders A good communicator and software leader who

has organization and presentation skills to

represent the office in sales presentations,

Office BIM leaders lead training and monthly

BIM informational Lunches, and provide

direction, training, and consistency in the

execution of BIM Projects. This person will

coordinate with Project model managers to

address concerns or needs for hardware,

software, content, and templates. An Office BIM

leader probably needs some dedicated

overhead hours to spend maintaining the offices

processes and scheduling meetings and/or

training in coordination with the other BIM

Leaders and/or Managing BIM Coordinator; 5%-

20% depending on the needs of the office. An

office BIM Leader may also be the CADD

Manager, however BIM leadership can be

thought of as a different process than CAD

Management; BIM leaders would be more

concerned with project processes, and

overseeing and maintaining the BIM Database

consistency and integrity. They advise on

modeling and documentation techniques, but not

necessarily CADD Standards like titles, sheet

names, numbers, layers, etc.

Office IT Manager The same person you're already accustomed to

calling for computer and software needs.

A Managing BIM Coordinator

This should be someone within the organization

who can maintain consistency, Train, and

Create standards for the whole organization.

They would maintain Shared parameters,

templates and other items that require

consistency throughout all

practices/offices/studios. This person should

also work with IT to Coordinate deployment of

software, service packs and updates, and

provide training curriculum in the form of short

training sessions as well as guided hands-on

training. They should be available to work with

project teams to plan complex or difficult

projects, and promote the use of standard

procedures and templates throughout the

region.


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Other services the Managing BIM Coordinator

would be in the position to provide include:

Assess training needs

Periodically review logs in coordination with

IT to determine licensing needs.

Maintain and edit a store of data on

standards and best practices.

Advise Project managers on the planning

and execution of BIM implementation and

contracts.

Present on BIM Services and Capabilities in

a marketing and PR capacity.

Guide clients interested in implementing BIM

or integrated project delivery on the

techniques and services that will best meet

their needs.

Make sure people know who, and how, to

ask for software and technical support.

Include a list of resources for help: Tech

support, Tutorials, content locations, public

forums and content sources such as AUGI

(Autodesk Users' Group International,

http://www.augi.com), Templates, and

organizational documents.

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.

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.

Clash/ Coordination Manager

This team member will work for the CM / GC

/ internally 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.

Communicator, Expeditor

Depending on the mix of people in your

practice, the ideal people for the roles

defined above may not be the greatest

communicators and/or planners. Consider

finding someone who will force the group to

talk through their plans and will force them

to maintain communications as projects

develop.


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Define a SWAT team

of your best users to approach the transition

This should be a group that works well together and is proficient using computers and technology, and a

team whose members are eager to learn and achieve. Provide recognition to the team as trail-blazers in

the office.

Note that the project manager must be included in the SWAT team. While the PM may not be involved in

the same training, and may not even use the BIM model directly, their role will be significantly affected by

the use of BIM technology, and they will need some training to prepare for the shifts. The SWAT team

should plan the approach for the first BIM Project together, and then maintain their group through at least

3 projects.

SWAT Team Members;

Project Manager

Designer(s)

Engineer(s)

Detailer(s)

Computer Tech(s)

Communicator/ Facilitator

Model Manager(s)

Provide Intro Training to the SWAT team

Provide extra training focus and/or consulting time to support the team in their first effort. Training very

eager and adaptable users with no BIM experience to use a BIM application should require up to three (3)

training sessions. Each session will be up to three (3) days long, and they should be spaced out to

coincide with the beginning of the SD, DD and CD phases of a project. Project Managers should receive

training as well, but with a different focus. PM training should be done very early in the project (pre-

proposal, if possible) and should amount to about two (2) days of instruction.

Keep the SWAT team communicating about their progress

Weekly Project Reviews with BIM Leader(s)

Identify upcoming tasks and questions regarding process.

Discuss current needs and questions

Follow SCRUM model for quick standing meetings and brief overviews.

Monthly Project Reviews with Managing BIM Leader

Review model contents, Budget and scope compliance, BIM Execution plan and LOD matrix,

Update and verify the team's information. Address major organization and modeling concerns,

schedule training resources.

Monthly or Phase-completion Reports back to their Discipline

Brief overview from SWAT team members to the others in their discipline - Project Progress,

Issues and Solutions, Lessons Learned.


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Maintain the team

Keep the same team together (all disciplines) through 3-4 projects so that they can continue to support

each other in learning and developing skills in regards to maintaining the model, collaborating through it,

and planning project execution

Spread the Knowledge

As the SWAT team grows in proficiency and attacks larger projects, gradually bring new employees into

the project team. When project opportunities are available, divide the SWAT team over 2 projects, and

continue to add employees and build proficiency across the organization.

Ask SWAT staff to produce “Lunch & learn” sessions where they report new discoveries, Progress on

single-issue topics, lessons learned, or show off new successes.

Train on Demand

WebEx training,

Hired training on specific topics

Identify topics via team updates on upcoming tasks

Oversee Progress

Schedule OTS (over the Shoulder) time to check on the project weekly with the Discipline BIM Leader.

Keep Local BIM leader involved in weekly Scrums.

One-Deliverable at a Time

An alternate, or accompaniment to the SWAT Team approach, this is a more gradual transition. It’s

easier to manage budgets as only small portions of each project use new techniques. It also takes longer

to make the transition and reach a point where projects can benefit from the synergy of an integrated

model across all deliverables. Assign team members single-issue topics to resolve and report back: 1

function at a time. Identify a leader for 1 deliverable, and select a project to use the new technique. The

leader will find out how to get the work done, attempt to follow the procedure, while watching project

budgets and communicating openly with the PM about the costs and potential downstream benefits of the

new process. Once a deliverable has been successfully provided, the leader will hold a lunch-and learn

session with the rest of the discipline group and communicate the technique, identify caveats and

benefits, and provide documentation of the procedural steps. From that point forward, all projects are

required to use the new technique for that 1 deliverable. Over time, through several projects,

Train the trainer

Invest in training for discipline leaders - bring them all to a training location and provide in-depth training.

Up to Three (3) 3-day sessions are needed to cover a single application.

Classroom training is still the best way to introduce a whole new software/process to a design team.

Typical Classroom training -style intro sessions involve relocating a group of 6-10 people into a single

room for 3 days of instructor-led, lecture, discussion, and

exercises.

Project Management: SCRUM

For a more complete definition of SCRUM, See the

SCRUM In under 10 Minutes video on YouTube or

5min.com. The video does a nice job of quickly

http://www.youtube.com/watch?v=Q5k7a9YEoUI

http://www.5min.com/Video/Scrum-in-under-10-minutes-244235609


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explaining the SCRUM concept. SCRUM can apply well to the concept of developing a set of architectural

documents and is also good for managing a more iterative development process as required by a BIM

workflow.

Scrum is a rugby term, and is used to describe this process as an analogy to a rugby scrum where

players all bundle together and attempt to push the ball forward as a group

The following are my idea of translating the terms used in Scrum to an architectural project.

Product Backlog:

A well designed Product Backlog would be equivalent to an excellent set of best practices, where each

item that could potentially be included in a perfect document set is outlined; What a finished product

would look like, what tools to use, how to use the tools, and when it should be done, by whom.

The Product Owner

The product owner roll equates to the project principal and/or project manager, selecting items from the

backlog that reflect our contract and the needs of the design.

Scrum Master

This is the Project manager, working to the plan, sometimes with the aid of a facilitator/ communicator.

Release Backlog

The PM/Scrum Master places the desired project components into a plan by phase, each phase of the

project equates to a 'release'. There would generally be 4 releases in an architectural project, each

divided into 4 Sprints, the last Sprint in each release being Quality Control Review.

01 Programming

Sprint 1 - First Sketches, Initial Pass

Sprint 2 - Coordinated refinement

Sprint 3 - Redevelopment, Client

Approval

Sprint 4 - Re-Coordination, Defect Log

Sprint 5 - Quality Control, Client

Approval

02 Schematic Design

Sprint 1 - First Sketches, Initial Pass



Approval



Approval

03 Design Development

Sprint 1 - New Information



Approval



Approval

04 Construction Documents

Sprint 1 - New Information



Approval



Approval

05 Construction

etc....

06 Occupancy

etc....


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Sprints

Here things diverge a bit. To be successful, a facility design must be iterated through multiple times as

information and coordination is refined. When he says that each sprint results in a 100% ready product,

we would have to diverge and say that each sprint results in the documentation of all the information

available at the time. I would think that many backlog items would be revisited several times in the

project, perhaps even in different sprints of the same phase.

Burndown Chart

Similar to how we currently watch project progress. The information-gathering technique he describes at

about 5:40 for collecting the data for the burndown chart is what I was describing as built into the sheet

schedule for the Revit file: As users re-define their time estimates per sheet, the burndown rate can be

projected and compared to the original estimate.

Defect Backlog

Code Issues, Client approval/input, etc. By keeping these items separate, we also have a tool to show

the owner what their actions do to impact project progress.

SCRUM is a management model that can help with projects that have common properties for building

design: One-of-a-kind solutions, created by many authors, collaborating on many integrated tasks with

difficult to measure progress.

Work Pairing

Like SCRUM, Work Pairing is another process borrowed from software development practices. With work

pairing, you can attempt to address the knowledge gap that occurs when bringing BIM software into a

traditionally CAD-oriented workflow. In Work pairing, an experienced designer or engineer shares a


16

single modeling computer with experienced BIM Operator. Studies have shown that work pairing can

produce the same amount of work, with fewer errors than two people working separately.

There are many procedures and rules available on Work Pairing;

http://www.extremeprogramming.org/index.html is one of the most well-known.

In addition to the proven productivity advantages of pairing, you also create a situation where your

designers and engineers learn more about creating, maintaining and benefiting from the model, and your

modelers learn more about designing good systems and details rather than just picking up redlines.

Project Hoteling

Provide project-based workspaces that users occupy for specific projects. Include in the project hotel

space the computers, and interactive equipment to best facilitate design and construction conversations

that include all disciplines, and consultants and contractors as well. This is an excellent way to build up a

SWAT team, and supports the interaction and collaboration needed to succeed in BIM and/or Integrated

delivery.

IPD?

The following are defined in the AIA's IPD Case Studies document as characteristics of an IPD project

Required:

Early involvement of key participants

Shared Risk and reward

Multi-Party Contract

Collaborative Decision making and

control

Liability waivers among key participants

Jointly developed and validated project

goals.

Desirable:

Mutual trust and respect among

participants

Collaborative innovation

Intensified early planning

Open communication within the project

team

Building Information Modeling (BIM)

Lean Principles of design, construction

and operations

Co-Location of teams

Transparent financials

Is your firm able to partake in IPD-style contracts? Join a project LLC? What about your clients?

http://www.extremeprogramming.org/index.html

http://www.wordspy.com/words/hotelling.asp

http://info.aia.org/aia/ipdcasestudies.cfm


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Discussion Topics

Contracts What tools are available to allow you to collaborate with clients and constructors in BIM?

Workflow / Process

What if we weren't architects/Engineers?

What would we do to guide the construction of a building? Why?

What tool or tools can we use to create this process?

How do we engage our teams with these tools, remove obstacles, encourage innovation?

How do we create this process and turn it into a culture?

How do we make change part of the process?

This is a big project that will take time. How do we make this a process that involves everyone and

leverages the experience and insight of all of the company, not just an edict to be issued? People need

to buy in, be involved and benefit during the process, not just after the design is completed. We need to

start change as part of the design.

Hardware How do you maintain hardware capable of running Revit and other applications? Are your CAD

workstations enough?

Collaboration & Roles How can you encourage the collaborative teaming that makes BIM modeling efficient? Project team

seating? Design Partner Co-location?

What new tasks must be managed in a BIM project and who will do them? Do you need a Model

Manager? What do they do?

Training Strategies Have you tried any of the strategies listed for Training staff? What works the best? How do you get

training provided Just In Time, so that the knowledge is available to the team when needed, but not

provided with too much time to forget before it’s needed.

Model-Based Estimation Budgeting: Can you build a burn down report within Revit? Would it help?

Cost Estimation: How might you integrate cost into the BIM process to everyone’s advantage? Is it

possible to put meaningful costs directly into the database? What else is required? Are you liable for

errors or omissions in quantity if you share takeoff values?


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BIM Deliverables What new deliverables are possible when leveraging a BIM database? Will clients pay for them? Which

ones do you give away?

Renderings & Animations

Solar Studies

CFD analysis, Airflow and ambient temperature simulations

Daylight analysis

Artificial and emergency lighting studies

Code Compliance Analysis, Reports

Carbon Footprint calculations

Lifecycle Cost Analysis

Equipment and asset management planning

Departmental and Facility function planning and schedules

Occupancy and move plans and schedules

Acoustical analysis

LEED compliance schedules

Construction change management

Model-Based QTO

Solar and wind advantage analysis

Clash Detection, 3D Shop drawings, 3D construction coordination drawings

Bidding BID documents are generally the last remaining 2D, paper, information bottleneck in the building process.

What tools would bidders need to take advantage of the BIM database for more accurate bids and

planning? How can you provide access to this richer data without extra liability? Can you write

specification language to protect designers? Can you

Contractors Would a GC or CM be willing to collaborate on a model in the SD, DD or CD phases? What could you

gain by having them in the room as major design decisions are made? Who benefits most from that

value? Will they pay for it?

Scope, Model Management How do you define the scope of the model? This question is central to your ability to define limits in

liability, documentation delivery, and simply manage production budgets. What Options are available?

Does the AIA E202 & Model Progression Matrix provide sufficient definition? What questions are left

over?

Other We can all offer experiences relative to existing processes, change, and technology that may interest the

group. What new techniques could you share? What accomplishments in reorganization or training

would you like to brag on? What questions would you like to ask the others in the unconference?


19

Reference Material This Presentation includes multiple images from the web and from URS Corporation.

Research Links:

Process

SCRUM In Under 10 Minutes: http://www.youtube.com/watch?v=Q5k7a9YEoUI

http://www.5min.com/Video/Scrum-in-under-10-minutes-244235609

Pair Programming: http://en.wikipedia.org/wiki/Pair_programming

http://www.extremeprogramming.org/rules/pair.html

IPD Case Studies: http://info.aia.org/aia/ipdcasestudies.cfm

http://www.aia.org/aiaucmp/groups/aia/documents/pdf/aiab082051.pdf

Industry BIM Standards

National BIM Standard http://www.facilityinformationcouncil.org/bim/

http://www.facilityinformationcouncil.org/bim/pdfs/NBIMSv1_p1.pdf

National CAD Standard http://www.buildingsmartalliance.org

http://www.cfm.va.gov/til/bim/BIMGuide/downloads/VA-BIM-Guide.pdf

AIA http://www.aia.org/ipdg

CIS/2 http://cic.nist.gov/vrml/cis2.html

COBIE http://www.wbdg.org/resources/cobie.php

IFC http://www.iai-tech.org/

Municipal

State of Wisconsin Wisconsin DSF BIM Guidelines and Standards

http://www.doa.state.wi.us/dsf/masterspec_view_new.asp?catid=61&locid=4

State of Texas Press Release and Contact

http://www.tfc.state.tx.us/communities/facilities/prog/construct/

Army Corps of Engineers https://cadbim.usace.army.mil/default.aspx

http://www.gsa.gov/Portal/gsa/ep/channelView.do?pageTypeId=17109&channelId=-24291

GSA 3D-4D Building Information Modeling

Veterans Administration http://www.cfm.va.gov/til/bim/BIMGuide/lifecycle.htm

http://www.cfm.va.gov/til/bim/BIMGuide/downloads/VA-BIM-Guide.pdf

State of Ohio Framework Document

http://das.ohio.gov/LinkClick.aspx?fileticket=VD8N3VDCjno%3d&tabid=305

http://www.youtube.com/watch?v=Q5k7a9YEoUI

http://en.wikipedia.org/wiki/Pair_programming

http://www.extremeprogramming.org/rules/pair.html

http://info.aia.org/aia/ipdcasestudies.cfm

http://www.facilityinformationcouncil.org/bim/

http://www.facilityinformationcouncil.org/bim/pdfs/NBIMSv1_p1.pdf

http://www.buildingsmartalliance.org/

http://www.aia.org/ipdg

http://cic.nist.gov/vrml/cis2.html

http://www.wbdg.org/resources/cobie.php

http://www.iai-tech.org/

http://www.doa.state.wi.us/dsf/masterspec_view_new.asp?catid=61&locid=4

http://www.tfc.state.tx.us/newsevents/texas-adopts-building-information-modeling-bim-capability

https://cadbim.usace.army.mil/default.aspx



http://www.cfm.va.gov/til/bim/BIMGuide/lifecycle.htm




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Higher Ed

Indiana University http://www.indiana.edu/~uao/iubim.html

Penn State university http://www.engr.psu.edu/ae/cic/bimex/procedure.aspx

San Diego CCD SD Community College District BIM Standards 1.0

http://public.sdccdprops-n.com/Design/SDCCD_BIM_Standards.pdf

Los Angeles CCD LA Community College District BIM Standards

http://standards.build-laccd.org/projects/dcs/pub/BIM%20Standards/released/BIM-001.html

Other Resources

SeaRUG http://www.searug.org/ (Active Revit Users’ Group)

NIBS: http://www.nibs.org/

Whole Building Design Guide: http://www.wbdg.org/index.php

Performative Design: http://www.andrewmarsh.com/

My BIM Blog Roll: http://bit.ly/aqs4RE

BIM Delicious Feed: http://feeds.delicious.com/v2/rss/janunson/BIM?count=60

Group Messages The following is an archive of class messages sent out prior to AU soliciting feedback, suggestions and

direction on the presentation.

Message 1: Thank you for Signing Up! 2011.11.15 Thanks for signing up for CM4777-U: ЯE:THINKing your firm into Revit. I’m looking forward to an

interesting discussion and I hope we can all learn from each other a little bit about the changed landscape

of building design and construction relative to technologies like BIM / Revit. I’m posting some class

materials on the AU site today, but I’d like to invite you to provide some information for me that will help

me guide our conversation toward the most appropriate topics for our group. This is just a little

background information on your current experience in implementing BIM technologies and workflows.

Take the getting-to-know-you survey here: https://www.surveymonkey.com/s/URS_BIM_AU_2011

All feedback will be anonymous; I’m just looking to make sure I target the best parts of this conversation

for our time in Las Vegas.

http://www.indiana.edu/~uao/iubim.html

http://www.engr.psu.edu/ae/cic/bimex/procedure.aspx

http://public.sdccdprops-n.com/Design/SDCCD_BIM_Standards.pdf

http://standards.build-laccd.org/projects/dcs/pub/BIM%20Standards/released/BIM-001.html

http://www.searug.org/modules.php?name=Downloads&cid=21

http://www.nibs.org/

http://www.wbdg.org/index.php

http://www.andrewmarsh.com/

http://bit.ly/aqs4RE

http://feeds.delicious.com/v2/rss/janunson/BIM?count=60
