CM322-2U Rethinking Your Firm Into Revit.m4

Rethinking Your Firm into Revit®: The Transition to
BIM Takes More than Software

Jon Anunson – URS Corporation
CM322-2U 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 do 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!
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 1.5 Million Square Feet. He
consults on projects with a variety of special needs including 3D 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
trade & industry groups, Local and Regional AIA meetings, University and Community college lectures
and symposiums.
Jon_Anunson@URSCorp.com
®
CM322-2U: ЯE Thinking Your Firm into Revit
The Transition to BIM Takes More than Software!
Rethinking Your Firm into Revit ®

The Transition to BIM Takes More than Software
Introduction ................................................................................................................................ 3
Discussion Plan: ........................................................................................................................ 3
Outline ....................................................................................................................................................... 3
Introductions .............................................................................................................................. 4
Enrollment ................................................................................................................................................. 4
Attendee Background Survey ................................................................................................................... 4
Discussion Jump-Start Survey .................................................................................................................. 5
Orientation Material .................................................................................................................... 7

Definition: BIM .......................................................................................................................................... 7
Concepts that require change ................................................................................................................. 11
Barriers to Change .................................................................................................................................. 13
Tools that Enable the ЯE Think .............................................................................................................. 14
Discussion Topics .....................................................................................................................23

Contracts ................................................................................................................................................. 23
Workflow / Process.................................................................................................................................. 23
Hardware ................................................................................................................................................. 23
Collaboration & Roles ............................................................................................................................. 23
Training Strategies .................................................................................................................................. 23
Model-Based Estimation ......................................................................................................................... 23
BIM Deliverables ..................................................................................................................................... 24
Bidding .................................................................................................................................................... 24
Contractors .............................................................................................................................................. 24
Scope, Model Management .................................................................................................................... 24
Other ....................................................................................................................................................... 24
Reference Material ....................................................................................................................25

Research Links:....................................................................................................................................... 25
Group Messages.......................................................................................................................26
Message 1: Thank you for Signing Up! 2010.11.15 ............................................................................... 26
Message 2: A Head-Start on the discussion 2010.11.17 ....................................................................... 27
Message 3: Last Minute Information, See you in Vegas! 2010.11.23 ................................................... 27
Message 4: Thank you for attending. 2010.12.13 .................................................................................. 27
Jon Anunson
URS Corporation
2
®
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 11:00 AM 0:05:00 0:05:00
Orientation 11:05 AM 0:10:00 0:15:00
Discussion 11:15 AM 0:35:00 0:50:00
Conclusions 11:50 AM 0:10:00 1:00:00
End 12:00 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.
3
®
Introductions
Several web surveys were used prior to the Unconference to help inform our discussion.
Questions and results will be documented here for your reference.
Enrollment
What we Do Where We're From

Research / AU 3%
Education
7%
CA 11%
Production
29%
Technical
Managem
ent
Managem
46% US 86%
ent
18%
US CA AU Other
Attendee Background Survey

1. How big is your organization?  Evaluating the use of Revit/BIM for
2. How experienced is your staff with BIM? production? (One or several test
3. How Much experience does your projects)
organization have with BIM?  Planning a transition
4. How often to you use Revit in your  Struggling with the transition
organization: What % of your projects (recovering from some missteps)
are completed with Revit?  In the middle of a transition (so far
5. How often to you use Revit in your so good!)
organization: What % of your projects  100% BIM in Part of the
are completed with 100% of deliverables organization, making it global.
done in Revit?  Have Transitioned, Looking to move
6. How big are your projects? to the “next level.”
7. Where are you now? (Check the one 8. Are any of the following true about your
that matches you status the closest.) organization Culture? (Check All that
 Considering the use of Revit/BIM for Apply.)
production (no test cases)
4
®
 All projects are required to be done  You have integrated specifications

in Revit. through Revit via an application like
 You see the necessity and/or eSpecs or Speclink.
benefits of IDP (Integrated Design  You have integrated cost estimation
Processes) in your firm. through Revit via internal schedules
 You see the necessity and/or or application extensions
benefits of IPD (Integrated Project  You deliver contract documents in
Delivery) in your firm. locked/signed 2D digital format
9. Are any of the following true about your (DWFX, PDF,).
organizations Standards?  You deliver contract documents in
 You use or have you used the AIA locked/signed 3D digital format
Contract exhibit AIA E202-2008. (DWFX, PDF, and NWD).
 You require BIM Deliverables from  You deliver contract documents in
your consultants. editable/Functional digital format
 You have a BIM Execution Plan. (DWG, RVT, NWC, and IFC).
 You have a library of custom Revit  You issue your model as a
Content. construction document.
 You deploy the plugins for Revit.  You deliver contract documents via
 You have created custom Revit a
plugins of your own. website/SharePoint/Buzzsaw/Project
10. Are any of the following true about your portal.
organizations project delivery? (Check  You offer clash detection as a
All that Apply.) deliverable.
 Your CAD standards reflect the use  You offer the BM model for sale as
of Revit. an FM tool.
 You charge extra for renderings.
 You charge extra for animations.
Discussion Jump-Start Survey

1. What most interests you about this Unconference?
 Listening: Learning about BIM Workflows and changes to the design and documentation
process that result from using BIM
 Talking: Discussing solutions with others who are working on similar problems
 Research: Finding out how far along others in the marketplace are in using BIM
2. 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?
 Contracts  Model-Based Estimation
 Workflow  BIM Deliverables
 Hardware  Bidding
 Collaboration & Roles  Contractors
 Training Strategies  Scope, Model Management
5
®
3. Do you agree with the definition of BIM supplied in the course material?
4. What do you think are the most DIFFICULT and IMPORTANT hurdles to overcome when
Re-Orienting your practical production for the use of BIM?
5. How do you think your organization fares in implementing BIM compared to the competition
in your market?
6. Would you be willing to share your BIM Execution Plan documents with others at this
session?
6
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 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.
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.
8
®
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 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
9
®
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.
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
10
®
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,
11
®
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.
12
®
Barriers to Change
While we can identify some major points where the conceptual of BIM deviates from tradition,
there are still some very sticky barriers within our industry and 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.
13
®
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?
Traditional 5% 15% 15% 40% 7% 18%
PD
SD
BIM 5% 20% 25% 20% 7% 23% DD

CD
Bids
CA, Closeout
Ideal 5% 25% 40% 15% 2% 8%
0% 20% 40% 60% 80% 100%
14
®
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, ROLES to access help.

Name an office BIM leader, Try to find a Managing BIM leader, and announce these people's
roles and responsibilities to the office.
thought of as a different process than CAD

Office and or Management; BIM leaders would be more
Studio/Discipline/Practice/Project BIM concerned with project processes, and
Leaders overseeing and maintaining the BIM
A good communicator and software leader Database consistency and integrity. They
who has organization and presentation skills advise on modeling and documentation
to represent the office in sales techniques, but not necessarily CADD
presentations, Office BIM leaders lead Standards like titles, sheet names,
training and monthly BIM informational numbers, layers, etc.
Lunches, and provide direction, training,
and consistency in the execution of BIM Office IT Manager
Projects. This person will coordinate with The same person you're already
Project model managers to address accustomed to calling for computer and
concerns or needs for hardware, software, software needs.
content, and templates. An Office BIM
leader probably needs some dedicated A Managing BIM Coordinator
overhead hours to spend maintaining the This should be someone within the
offices processes and scheduling meetings organization who can maintain consistency,
and/or training in coordination with the Train, and Create standards for the whole
Regional BIM Coordinator; 5%-20% organization.
depending on the needs of the office. An They would maintain Shared parameters,
office BIM Leader may also be the CADD templates and other items that require
Manager, however BIM leadership can be consistency throughout all
15
®
practices/offices/studios. This person Project Model manager

should also work with IT to Coordinate  One of the Discipline Model Managers.
deployment of software, service packs and On small, or single-model projects, One
updates, and provide training curriculum in person fills both roles.
the form of short training sessions as well  Single point of contact for all model-
as guided hands-on training. They should oriented questions.
be available to work with project teams to  The person who will maintain the
plan complex or difficult projects, and NavisWorks file and run clash
promote the use of standard procedures detections.
and templates throughout the region.  The person who will maintain uploads
and downloads and otherwise manages
Other services the Managing BIM
the flow of information between
Coordinator would be in the position to
modeling entities.
provide include:
 Keeper of project-specific standards,
 Assess training needs graphic standards, Title Blocks and
 Periodically review logs in coordination maintainer of communication about style
with IT to determine licensing needs. and standards conflicts between
 Maintain and edit a store of data on consultants.
standards and best practices.  Maintainer of Title blocks, including
 Advise Project managers on the issues/revisions, Project Revisions,
planning and execution of BIM Client -directed title block information
implementation and contracts.  Implement any client-specific
 Present on BIM Services and project/shared parameters and
Capabilities in a marketing and PR schedules.
capacity.  Preserve / Record previous versions of
 Guide clients interested in implementing the models (or ensure that backups or
BIM or integrated project delivery on the SharePoint versions are being
techniques and services that will best maintained.
meet their needs.
Discipline Model Manager
 Make sure people know who, and how,
 On Multi-Discipline projects 1 person
to ask for software and technical
should be named Model manager for
support. Include a list of resources for
each Discipline-Specific model file to be
help: Tech support, Tutorials, content
maintained.
locations, public forums and content
 Ensure that modeling requirements and
sources such as AUGI (Autodesk Users'
LOD Matrix guidelines are being met.
Group International,
 Maintains Export Views and produces
http://www.augi.com), Templates, and
NavisWorks caches from the model.
organizational documents.
 Export or ensure that exports are made
of NavisWorks Geometry Cache files
(NWC) from Revit.
16
®
 Ensure that clash report items are Clash/ Coordination Manager

addressed in the model.  This team member will work for the CM /
 Maintain and verify workset integrity GC / internally and maintain the
 Periodic Audits and Compression of the coordination model and host clash
Central file. review sessions.
 Periodic consistency checks, purges  Manage collaborative Clash review
and cleanup. sessions
 The person who will maintain all exports  Collect and combine Clash detection
and imports. models from all participants.
 Document and distribute clash reports.
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 Roles

 Project Manager  Computer Tech(s)
 Designer(s)  Communicator/ Facilitator
 Engineer(s)  Model Manager(s)
 Detailer(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.
17
®
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.
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
18
®
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
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
19
®
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 2 - Coordinated refinement

 Sprint 3 - Redevelopment, Client
 Sprint 1 - First Sketches, Initial Pass Approval
 Sprint 2 - Coordinated refinement  Sprint 4 - Re-Coordination, Defect
 Sprint 3 - Redevelopment, Client Log
Approval  Sprint 5 - Quality Control, Client
 Sprint 4 - Re-Coordination, Defect Approval
Log
 Sprint 5 - Quality Control, Client 04 Construction Documents
Approval
 Sprint 1 - New Information
02 Schematic Design  Sprint 2 - Coordinated refinement
 Sprint 3 - Redevelopment, Client
 Sprint 1 - First Sketches, Initial Pass Approval
 Sprint 2 - Coordinated refinement  Sprint 4 - Re-Coordination, Defect
 Sprint 3 - Redevelopment, Client Log
Approval  Sprint 5 - Quality Control, Client
 Sprint 4 - Re-Coordination, Defect Approval
Log
 Sprint 5 - Quality Control, Client 05 Construction
Approval
 etc....
03 Design Development
06 Occupancy
 Sprint 1 - New Information
 etc....
20
®
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.
21
®
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 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
Desirable:
Required:  Mutual trust and respect among
 Early involvement of key participants participants
 Shared Risk and reward  Collaborative innovation
 Multi-Party Contract  Intensified early planning
 Collaborative Decision making and  Open communication within the
control project team
 Liability waivers among key  Building Information Modeling (BIM)
participants  Lean Principles of design,
 Jointly developed and validated construction and operations
project goals.  Co-Location of teams
 Transparent financials
Is your firm able to partake in IPD-style contracts? Join a project LLC? What about your
clients?
22
®
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?
23
®
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  Departmental and Facility function

 Solar Studies planning and schedules
 CFD analysis, Airflow and ambient  Occupancy and move plans and
temperature simulations schedules
 Daylight analysis  Acoustical analysis
 Artificial and emergency lighting  LEED compliance schedules
studies  Construction change management
 Code Compliance Analysis, Reports  Model-Based QTO
 Carbon Footprint calculations  Solar and wind advantage analysis
 Lifecycle Cost Analysis  Clash Detection, 3D Shop drawings,
 Equipment and asset management 3D construction coordination
planning 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?
24
®
Reference Material
This Presentation includes multiple images from the web and from URS Corporation.
Research Links:
The Discussion flow (zoom-effect) is generated by pptPlex, a free plug-in from Microsoft for
PowerPoint 2007 and 2010. It was a proof of concept project for Plex technology, or the
adaptive zoom effect now used in many handheld and portable devices like windows mobile and
the iphone. You can get your own pptPlex plug-in for free from
http://www.officelabs.com/pptplex
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
25
®
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
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! 2010.11.15

Thanks for signing up for CM322-2U: 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: http://www.surveymonkey.com/s/97P5R7Q
26
®
All feedback will be anonymous; I’m just looking to make sure I target the best parts of this
conversation for our hour in Vegas.
Message 2: A Head-Start on the discussion 2010.11.17

Hi again. The course materials are available on the AU site. Thanks for still being signed up for
CM322-2U: ЯE:THINKing your firm into Revit, even after reviewing the posted materials. I’m
really looking forward to this unconference, and I hope we will all find it interesting. I’ve spent
the last few years having conversations with people on this topic, and I’ve not found that any
subject related to BIM workflow could be completely wrestled to the ground in less than 60
minutes. I know you’re busy with holidays and preparations for travel on top of your already
busy schedules, but if you have a few minutes, I think we can help ensure productive discussion
at AU by sharing our interests in this topic of discussion. There’s a lot of background
information and conversation topics in the packet. I think lots of material is good in a class
handout, but our one-hour conversation will need more focus. I’ve issued a second survey to
help us jump right into the discussion and focus on the parts that matter most. Please offer
your opinions to help guide the discussion once you’ve had a chance to review the Class
Information.
http://www.surveymonkey.com/s/DTJ9X6H
I will update the information packet one more time before the conference, with results from the
survey questions included.
(The first survey was: http://www.surveymonkey.com/s/97P5R7Q)
Thanks, and see you soon!
Message 3: Last Minute Information, See you in Vegas! 2010.11.23

Wishing everyone safe travels; See you in Las Vegas. If you can, please take a minute to fill in
the surveys prior to leaving. It will help make this session better!
What is our group’s background? http://www.surveymonkey.com/s/97P5R7Q)
What do you most want to discuss? http://www.surveymonkey.com/s/DTJ9X6H
Message 4: Thank you for attending. 2011.03.04

Wow, Time flies after AU. I realize I’d promised everyone copies of the slides, and haven’t
delivered yet. It’s been on my list all this time! Really! Anyway, I’ve posted the rest of the class
materials for your use here. Thanks again for your time and input. I hope to see some of you
again in 2011.
27

CM322-2U Rethinking Your Firm Into Revit.m4

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

CM322-2U Rethinking Your Firm Into Revit.m4

Загружено:

Авторское право:

Доступные форматы

Rethinking Your Firm into Revit®: The Transition to

BIM Takes More than Software

About the Speaker:

Rethinking Your Firm into Revit ®

Orientation Material .................................................................................................................... 7

Discussion Topics .....................................................................................................................23

Reference Material ....................................................................................................................25

Section Start Length End

Introductions who we are

Orientation basis of discussion

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

Conclusions what we agree on

End Let’s Keep in Touch!

What we Do Where We're From

Attendee Background Survey

 All projects are required to be done  You have integrated specifications

Discussion Jump-Start Survey

BIM is a Game Changer for Design, Construction and Operations

Design Advantages with BIM

 Clarity of Communication, Interaction

Construction Advantages with BIM

Operational Advantages with BIM

Concepts that require change

BIM Is Not CAD.

BIM is not IPD

Engineering can/must be efficient before Design is complete

Legal /Insurance requirements/precedent

Existing Contract language

Tools that Enable the ЯE Think

Traditional 5% 15% 15% 40% 7% 18%

BIM 5% 20% 25% 20% 7% 23% DD

Ideal 5% 25% 40% 15% 2% 8%

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

Provide a structure, ROLES to access help.

thought of as a different process than CAD

practices/offices/studios. This person Project Model manager

 Ensure that clash report items are Clash/ Coordination Manager

SWAT Team Roles

Keep the SWAT team communicating about their progress

 Identify upcoming tasks and questions regarding process.

Monthly Project Reviews with Managing BIM Leader

Monthly or Phase-completion Reports back to their Discipline

Maintain the team

Spread the Knowledge

Train the trainer

Project Management: SCRUM

Scrum is a rugby term, and is used to describe this

The Product Owner

01 Programming  Sprint 2 - Coordinated refinement

There are many procedures and rules available on Work Pairing;

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

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

How do we make change part of the process?

Collaboration & Roles

 Renderings & Animations  Departmental and Facility function

Scope, Model Management

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

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

Industry BIM Standards

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

State of Texas Press Release and Contact

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

GSA 3D-4D Building Information Modeling

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