Au2010 Autodesk Deliberations11.28.10


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Autodesk Unveristy 2010 class that I developed with a focus on BIM usage by owners early in the project planning process.

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Au2010 Autodesk Deliberations11.28.10

  1. 1. Advancing Pre-Construction Owner, Designer, andContractor Deliberations with Autodesk®ApplicationsJames McKenzieProject Manager-Stanford University & Principal, BIM-Centric ConsultingScott Johnson (assistant)Autodesk AEC Sales
  2. 2. Introduction Project success:  Determined prior to design  Depends on quality of the owner’s:  Business model  Planning  Service Provider’s Understanding of their clients business environment Autodesk BIM applications require:  Guiding theory  Organizational structure  Verifiable knowledge acquisition
  3. 3. BIM is Not.……… Single building model or a single database A replacement for people Perfect Revit (or any other software application) 3D Have to be 3D Complete A “pushbutton” solution
  4. 4. Part One-Pre-Design Phase & The Owner’s World
  5. 5. Typical Facilities Lifecycle Pre-Design Phase Disposal Design Operations Construction
  6. 6. Facility Lifecycle-Expanded View Pre-Design PhaseStrategic Concept Project Plan Maintenance Programming Budgeting Program Design Construction Alteration Evaluation DisposalPlanning RepairAutodesk BIM Tool Usage Opportunity
  7. 7. Pre-Design Phase• Critical Success Building • Align w. strategic plan • Align w. business Funding Team Formation Factors Drivers model • Scope Development• Market Conditions • Productivity • New vs. Renovation • Funding Sources • Project Needs • Trust Based• Competition Assessment • • Expansion • Programming • Cost Models Selection Process• Investors • Delivery Method • Collaboration • Modernization • Timing • Budget & Schedule • Regulatory • Restrictions • Solutions Focused Compliance • Contracts Business • Increase Revenue Strategic Project Model Planning Planning AUTODESK BIM Tool Usage Opportunity
  8. 8. Pre-Design Phase and Early Decision Making
  9. 9. Bring Deep Knowledge In Early Specialty Consultants FM & Ops Vendors Personnel Early Specialty Regulatory Contractors Project Agencies/Utilities Knowledge
  10. 10. Planning and Execution Poorly Properly Planned/Properly Planned/Properly Executed Executed Project Outcome Poorly Properly Planned/Poorly Planned/Poorly Executed Executed
  11. 11. Business Model Failure Points Market conditions change Lack of thorough analysis & testing of assumptions (e.g., EuroDisney & Webvan) Unreliable profit & loss data Unclear model narrative Lack of revenue streams Technological changes Lack of customer knowledge Lack of value Ego-based decisions
  12. 12. Key Facility Planning Failure Points Lack of time Emphasis on initial not life-cycle costs Unclear objectives Objectives not aligned with the business model Poorly defined processes Support facilities poorly programed (impacts life cycle costs!) Feasibility studies lack sound analysis Operational data is stored in “silos”
  13. 13. Key Programmatic Failure Points High operating cost (low performance facility) Excessive initial cost Poor quality Non conformance with regulatory requirements Functional requirements Safety and security Poor space utilization Lost opportunities for innovation & revenue Employee productivity
  14. 14. Sample of Key Project Failure Points Poor PM leadership Poor planning & scheduling Poor communication Timely action Organizational structure Material and equipment supply chain Regulatory requirements Constructability Poor productivity Quality of personnel
  15. 15. Programming- Where Business CommunicatesDesign Value of Programming Steps used in programming  Task Identification  Feasibility and Analysis  Research and Data Compilation Revit links program with spatial geometry Business objectives should not be compromised by a design
  16. 16. UCSF Neurosciences Building Concept Model Bi-directional Excel Building Program Data Revit Concept Model with Program Data
  17. 17. The Owner’s World Increase Revenue Reduce Cost ROI Dynamic Complex Competitive
  18. 18. Owner’s World-Cost Forecast & Budgets Cost “forecast” is needed for executive project approval Forecast:  Makes financial resources available  Bridge to a project plan & budget Failure points:  No conceptual design  Minimal data  Generic in nature  Life cycle costs & escalation  Remembered by executives  False Expectations
  19. 19. The Owner’s World-Life Cycle Costs Typical 20-Year Life of a Building Payroll Initial Cost Operational Costs
  20. 20. Sustainable (Green) Design is Good for Business Improves workplace Productivity Reduced energy demands Increased property value Increased revenue
  21. 21. Get Into Your Client’s World
  22. 22. Linkage Between Organizational Culture/Values and External Systems Built Environment Competition Clients Organizational Culture Environment Industry Community Adapted from The Commercial Real Estate Revolution by Miller, Strombom, Iammarino & Black
  23. 23. BIM Prophesy “…unlimited opportunities now await the architect (or AEC industry services provider) who can look beyond the everyday aspects of professional practice and learn as much as possible about his or her client’s worlds.” From The Executive Architect, by John E. Harrigan, PhD Professor Emeritus, Cal Poly San Luis Obispo, Department of Architecture
  24. 24. BIM Pre-Design Tools 3D Parametric Modeling  Ideas become tangible  Synthesis  Examine problems from various viewpoints Prototyping  Scenario testing  Predict performance  Observe the effects of interaction Simulation
  25. 25. BIM Pre-Design Tools Accelerates response time to issue Emphasizes interaction Improves coordination Establish building metrics Links the project to “business” of the organization Defines what is unclear Identify opportunities
  26. 26. Pre-Design Data Management Considerations Enormous and complex Sometimes conflicting Process needed to navigate the data Data standards Integrated management needed
  27. 27. Theory: Rigorous Process of Questioning Complete, verified, applicable, and timely knowledge acquisition Gaining the benefits of individual initiative, Experience, and Insight Rigorous process of questioning benefits
  28. 28. Facility Knowledge is an Asset Information is an asset Information can be leveraged Avoid manual & piecemeal collection of data Needed information not uniform individual initiative Use an “Enterprise Information Database (EID)
  29. 29. Pt. 2-The Autodesk BIM Applications Environment
  30. 30. Autodesk BIM Tools Takes Collaboration to aDepth Seldom Seen Before in Project Management Building design possibilities Built environment solutions Rapid prototyping Early analysis Supply Chain Management (prefab. opportunities) Integrated practice Lean processes Shared knowledge Enhanced communication
  31. 31. Autodesk BIM Tools Importance to Owners Revit Architecture Model Revit Architecture Model 3DMax Design AutoCAD MEP & NavisWorks
  32. 32. Value of Autodesk BIM Applications Allows design to support business goals and operations Supports key decision making Supports synthesizing data Work at a high level of detail Work in an integrated and collaborative manner early in the project Find hidden opportunities Solve complex problems Enhances communication Verification of design value
  33. 33. Use Autodesk BIM Tools at Critical ProjectValidation Points Needs analysis Program analysis Concept prototype Cost model
  34. 34. Look for the Critical Building SystemIntersections
  35. 35. Multi-Application Management License management Deployment Training IT requirements On boarding of new personnel
  36. 36. Autodesk BIM Solution Categories Platform Types:  Revit based  AutoCAD based  Other application types  Advanced visualization  Analytical  GIS  Collaboration systems  Multi-media  “Cloud” computing  Manufacturing
  37. 37. Autodesk BIM Solutions: Interoperability IFC compliance  Within Platforms  Revit based  AutoCAD based Data import & export Management considerations
  38. 38. Autodesk BIM Solution Workflows Analysis Visualization Digital Fabrication Design Prototype Design Construction Operations 3rd Party Applications
  39. 39. BIM Pre-Design Phase-Example Projects Phoenix Children’s Hospital Columbia University- Manhattanville Project Sutter Health-Castro Valley Medical Center USC-School of Cinematic Arts UCSF Neuroscience
  40. 40. Conclusion: Owners: “Catalysts to IndustryTransformation”  Bring together industry tribal leaders  Bring focus resulting in business value  Allow innovation  Will need “conviction” and “information”
  41. 41. Conclusion: Successful Team Critical Factors Well designed system Reinforcement of positive behavior Members understand each other’s processes Team success outweighs individual success “I’ve go your back” attitude Be like the SF Giants!!!! each member works toward the success of the others
  42. 42. Conclusion: Keep the End in Sight
  43. 43. What the Prophets Are Saying: Alvin Toffler,Author & Futurist“the capture of integrated knowledge in an organized way should drive planning.” From Future Shock
  44. 44. What Can We Learn From Thanksgiving Dinner ?
  45. 45. THANK YOU
  46. 46. Autodesk [and other] are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand names, product names, or trademarks belong totheir respective holders. Autodesk reserves the right to alter product and services offerings, and specifications and pricing at any time without notice, and is not responsible for typographical or graphical errors that mayappear in this document. © 2010 Autodesk, Inc. All rights reserved.