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AGC BIMForum
BIM as the Evolving Standard of Care
Driving process transformation for designers, contractors, and owners
E. Davis Chauviere, AIA, LEED AP
Principal and CIO
HKS, Inc.
October 8, 2009

Go
BIMtogether
and Integrated
like a horse
Project
andDelivery
carriage?
But all the kids are doing it!
What I need are facts, Watson!
Are you talking to me?
Be careful what you wish for

BIM and Integrated Project Delivery

But all the kidswisdom
are doing it!
Conventional
What I need are facts, Watson!
Are you talking to me?
Be careful what you wish for

BIM and Integrated Project Delivery

Conventional Wisdom
What I need the
are nature
facts, Watson!
Considering
of the problem
Are you talking to me?
Be careful what you wish for

BIM and Integrated Project Delivery

Conventional Wisdom
Considering the nature of the problem
Are youexpands
talking to
me? just architects
Design
beyond
Be careful what you wish for

BIM and Integrated Project Delivery

Conventional Wisdom
Considering the nature of the problem
Design expands beyond just architects
Be careful
you we
wishreally
forwant?
What
is thewhat
process

Without a clear understanding

of the differences between
BIM and IPD, artifacts of the
technology can be attributed
to the business process,

or process flaws can be

attributed to the technology.

Has the speaker ever personally used

BIM software to produce real work on
a real project with a real schedule for
real money with a real client?

Hearsay evidence is inadmissible

in a court of law

 We have found out that

just dont ask me personally.
Our experience has been that
not including mine of course.
A survey of
because I would not have a clue.
All agree that
well not quite all.

Effort/Effect

PD

CURT WP-1202

SD

DD

CD

Ability to impact cost and functional capabilities

Cost of design changes

Traditional design process

Preferred design process

PR

CA

OP

PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation

Effort/Effect

PD

CURT WP-1202

SD

DD

CD

Ability to impact cost and functional capabilities

Cost of design changes

Traditional design process

Preferred design process

PR

CA

OP

PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation

Effort/Effect

PD

CURT WP-1202

SD

DD

CD

Ability to impact cost and functional capabilities

Cost of design changes

Traditional design process

Preferred design process

PR

CA

OP

PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation

Effort/Effect

PD

CURT WP-1202

SD

DD

CD

Ability to impact cost and functional capabilities

Cost of design changes

Traditional design process

Preferred design process

PR

CA

OP

PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation

Effort/Effect

PD

CURT WP-1202

SD
SD

DD
DD

CD
CD

Ability to impact cost and functional capabilities

Cost of design changes

Traditional design process

Preferred design process

PR

CA

OP

PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation

Effort/Effect

PD

CURT WP-1202

SD

DD

CD

Ability to impact cost and functional capabilities

Cost of design changes

Traditional design process

Preferred design process

PR

CA

OP

PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Integrated Project Delivery: A Guide

AIA National | AIA California Council

You cannot change the essential

nature of a creative process that
involves sequential discovery and
problem solving by changing the
names of phases.

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Integrated Project Delivery: A Guide

AIA National | AIA California Council

 3D modeling is an industry norm

during design, not an addition.
BIM is inherently more efficient
during design if the alternative is
parallel 2D and 3D documentation.
Nature abhors a vacuum
designers abhor unspent hours.
Gains seen during construction
documentation are a consequence
of the technology, not a result of
the theoretical process.

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Integrated Project Delivery: A Guide

AIA National | AIA California Council

Yes, there is more design in any variant

of Integrated Project Delivery

but that increased design effort is borne

almost exclusively by consultants,
contractors, subcontractors, and
fabricators who must now evaluate
multiple solutions over the course of
the design process.

If all we are doing is changing names of milestones and

adjusting architectural compensation accordingly, this is
not a terribly useful or productive exercise.

If we change the design process itself and overlay that

with the input of the Design Consultants, Constructors,
and Trade Constructors, then that gets interesting.

 Design is hard
Good design is really hard
Good designers make it look easy
it is not
Good design takes time
Inevitably good design involves
more design effort

 Design is a complex process

Good solutions consider all factors
Considering all factors implies
collaborative design
Collaboration increases complexity
Complexity increases time
Time equates to money
Good design costs more money

 Early decisions are cheap to make

but you get what you pay for.
The earlier a decision is made, the better
the chance is it will be a bad one.
Good decisions consider all factors
All factors are not and cannot be known
early in the design process
Knowledge of the design problems
unfolds during the design process
It is irresponsible to make decisions
prior to when they should be made

No other part of the conceptual

work is so difficult as establishing
the detailed technical
requirements No other part of
the works so cripples the resulting
system if done wrong.
Therefore the most important
function that software builders do
for their clients is the iterative
extraction and refinement of the
product requirements.
The Mythical Man-Month
Fred Brooks

It is really impossible for

clientsto specify completely,
precisely and correctly the exact
requirements of a modern
software product before having
built and tried some version of
the software they are specifying.

The Mythical Man-Month

Fred Brooks

If theres one thing every

junior consultant needs to
have injected into their head
with a heavy-duty 2500 RPM
DeWalt drill, its this:

Joel on Software
Joel Spolksy

Customers dont know what

they want.
Stop expecting customers to
know what they want.
Its just never going to happen.
Get over it.

Joel on Software
Joel Spolksy

Well, youve given us almost

exactly what we discussed.
But now that weve see it, we
realize its not what we really
want. We really need you to
do something different.
How about?

Serious Play
Michael Schrage

Product Development for the Lean Enterprise

Michael N. Kennedy

Number of Iterations
1

Time
1

Alternatives in conventional point-based design

Product Development for the Lean Enterprise

Michael N. Kennedy

Iterate if necessary
(Probably)

Few Concepts

Select

Product Development for the Lean Enterprise

Michael N. Kennedy

Detail

ValueTest
Engineer

Build

Set-based
launch

Conventional
launch

Resources

Engineers not
available for
innovation

Time
1

Conventional design

Product Development for the Lean Enterprise

Michael N. Kennedy

Decisions

Crunch

Concept

RFIs

Compromise
Integration
Lawsuit

Design
Program

Schematic
Design

Design
Development

Construction
Documents

Building
Construction

Design
Program

Schematic
Design

Design
Development

Construction
Documents

Building
Construction

In the future, will we be able to afford a

process that consciously isolates design
from construction (documentation)?

The problem is not that you do

not know the answers early on
the reality is that you cannot
know the questions.

The biggest opportunities

and the biggest profits
dont come from playing the
game differently.
They come from
changing the game itself.
If youre playing the wrong
game, you need to change it.
Co-opetition
Adam M. Brandenburger & Barry J. Nalebuff

Old

New?

Old

New

Decisions

Crunch

Concept

Compromise

Concept

Integration

Decisions

Iterations

White Paper, ArchiCAD 12

David Marlatt, President US Graphisoft

Construction
Documents

Design
Program

Design
Development

Schematic
Design
Building
Construction

If a typical American company is able

to transform itself to Toyota level
performance
4x increase in development productivity
2-3x decrease in development cycle time
2-3x decrease in development cost
2-10 increase in innovation
2-5x decrease in development risk

Product Development for the Lean Enterprise

Michael N. Kennedy

Iterate if necessary
(Probably)

Few Concepts

Select

Product Development for the Lean Enterprise

Michael N. Kennedy

Detail

ValueTest
Engineer

Build

Many
Concepts each
Subsystem

Evaluate against each other

Eliminate the weak and add knowledge
Combine in different ways

Select and
and build
test
Select

Set-based
launch

Conventional
launch

Resources

Engineers not
available for
innovation

Time
1
2

Conventional design
Set-based design

Product Development for the Lean Enterprise

Michael N. Kennedy

Number of Iterations

Time
1
2
3

Alternatives in conventional point-based design

Alternatives in set-based point-based design
Cost of examining an alternative

Product Development for the Lean Enterprise

Michael N. Kennedy

Moreover, by tying the decision process to the

schedule, alternatives that require information can
proceed on parallel paths until the appropriate
last responsible moment.
Integrated Project Delivery: A Guide
AIA National | AIA California Council

There is more work at the front end, but mostly from

the consultants, contractors, and subcontractors
The emphasis should not be on early decisions, but
well informed decisions based on all the facts

The critical corollary is that part of what has been done

during the design phases must be pushed into the
construction document phase.

That flattens the curve, allows for decisions to be made at

the appropriate time, and blurs the distinction between
the conventional design/production phases

Concept

Integration

Decisions

Parallel
Iterations
Iterations

Collaborative iterative process of discovery

Parallel exploration of alternatives
Decisions at the last responsible moment
Design continued throughout the process
Flexibility elasticity

In a time of drastic
change it is the learners
who inherit the future.
Eric Hoffer

The learned usually find

themselves equipped to
live in a world that no
longer exists.