Autodesk Univeristy 2009 Presentaiton: BIM Means Business

1. BIM Means Business!
James McKenzie
Principal-BIM Centric Consulting
Scott Johnson (assistant)
Autodesk AEC Sales

2. Introduction and Expectations

3. Key Business Drivers for BIM Adoption by
Builders
Productivity
Risk
Waste
BIM Leadership

4. Reasons for Contractor & CM Leadership in BIM
Adoption
 Risk
 Waste
 Improve Productivity
 Quality
 Communication
 Construction Engineering
 Coordination
 Improved Accuracy
 Industry Image
 Profitability

5. BIM Promotes Project Understanding Through
Improved Communication
Field
3D
Understanding Planning Operations
Visualization
Efficiency

6. BIM Value Production’s Link to Profitability
Value &
Shared BIM Increased
Increased
Knowledge Profitability
Efficiency
Reduced Increased
More sales
Unit Costs Profitability

7. Risk Impacts
Productivity
Project
Performance Risk Cost
Structure
Financing

8. Where is Your Risk Coming From ?
Weather
Hazards Supply chain
Economic
Labor unions
growth
Regulation Labor supply
Risk
Site
Technology
Conditions
Material Management
escalation skills
Local
Market
construction
familiarity
methods

9. BIM Early Adopters (examples)
 Thought Leaders
 Made financial investment in
process change, technology
and human resources
 Pushing the state-of-the art
 Industry leadership
 Proactive use of BIM
 Integrated & collaborative
 Executive buy In
 All desire change in the
industry-move from waste to
value !

10. “Transcending the BIM Hype” by Eric Lamb,
Dean Reed, Atul Khanzode-DPR Construction
 “The rapid adoption of BIM technology
bears some resemblance to the heady
days of the dot-com boom”.
 BIM benefits are achievable but require
a shift in in traditional project delivery
methods.
 “Simply integrating BIM into an existing
workflow will not produce chart-topping
returns on investment”
 “Unless the process for project delivery
is fundamentally changed and
unnecessary steps eliminated, added
Gartner Inc.'s Hype Cycle
costs, delays, and the potential for errors
will still exist.”
 “To move beyond …. “low hanging fruit”
of visualizing design intent and seeing
conflicts, we must continue to develop
and build upon best practices”

11. BIM Processes
It’s All About Process
Reduce the steps, reduce the time, increase the return
Current Process = Time and Cost / Tasks
Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8
 Eliminate tasks
New Process = Time and Money / Steps  Reduce cycle times
 Streamline processes
 Increase productivity
Task 1 Task 2 Task 3 Task 4 Task 5
 Decrease costs
 Time and Money Savings = N Optimized Process x N Projects

12. Proper Understanding and Usage of BIM
Requires an Understanding of the Relationship
Between Process, Task & Tool
Tool
Process
Task

13. Go From Archaic to
Lean
 Do not automate a bad
process
 Focus on value
 Understand you business
environment
 Understand you business
systems
 Understand your cross-
functional relationships
 Do not just focus on a few
tasks look at the entire
enterprise

14. Dynamic Nature of BIM
Model
Components
Data Exchange Analysis
Roles &
Model types
Responsibilities
Communication
Planning Design Construction Operations

15. BIM Usage Spectrum by Project Delivery Method
Integrated
Project
CM at Risk/ Delivery
GMAX
Contract
Design/Build
Integrated practice starts here
Design-
Bid-Build

16. Design-Bid-Build
Submit bids and
select low bidder &
start trade contract
Design Intent
buy out
Modeling-no design
assist by builder
Pre Design Design Bid Construction
Estimating Construction Modeling
Shop Drawings
Coordination
Order materials &
Equipment

17. Design/Build
Owner no longer involved in design decisions
& D/B team takes over liability of design and
construction.
Construction Modeling
Select
Pre Design Design “Bridging Design- Design Construction Construction
Documents” Build Development Documents
Team
Estimating
Pre-purchase materials & equipment
Buy out trade contractors
Planning & coordination
Constructability reviews

18. Construction Management at Risk with GMAX
Trade Contract
Select GC & Buyout & GMP
Key Subs Establishment
Design Intent Modeling w. Builder’s
Design Assist
Schematic Design Construction
Pre Design Construction
Design Development Documents
Construction & Fabrication Modeling
Pre Construction Services Phase:
•Design Assist
•Estimating
•Planning & Coordination
•Scheduling
•Pre-purchase materials & equipment

19. Integrated Project Delivery
Core Collaboration Team established w. shared
risk/reward (owner, architect, engineers, GC, trade
contractors, vendors, etc.) & Target Goals
Conceptualization Criteria Design Detailed Implementation Trade Contract Construction
Design Documents Buyout
Continuous Estimating
Continuous Value Production
Results Based Compensation
Continuous Coordination
Continuous Shared Model Creation

20. Phoenix Children’s Hospital Project-Summary
 $588 million dollar expansion
project
 PCP leader in pediatric
healthcare
 Building Image and
performance are critical
success factors
 11 story tower, central plant, 4
parking structures,
ambulatory care unit,
extensive parks &
landscaping & main boulevard
 CM at Risk w. GMAX allowed
for BIM usage, design assist
and collaboration

21. Phoenix Children’s Hospital Project-Needs
Assessment
 Complex architecture &
building systems
 Extensive utility coordination
 Multi-building, multi-building
type construction
 Structural Steel escalation
 Complex phasing
 Hospital must stay in
operation
 Patient health a priority
 Site logistics:
 Parking
 Lack of material storage space
 Tight site conditions

22. Phoenix Children’s Hospital Project-BIM
Solution Using Revit & NavisWorks
 4D sequencing of complex
phases
 4D sequencing of structural
steel erection
 3D modeling of underground
utilities
 Configure design intent model
into a construction model
 Site logistics plan
 Collaboration system
 Export 3D model x, y, z
coordinates for layout
 Coordination & clash
detection of composite model

23. Phoenix Children’s Hospital Project-BIM Usage
Results:
 4D scheduling-phasing = $3
million savings
 3D modeling-Underground
Utilities =no conflicts
 3D Modeling & 4D
sequencing of Structural
steel = $1m in savings
 Pre purchase of steel=$2m
in savings
 ID of CPM logic bust=45
days in schedule savings

24. IPD Project Example-Sutter Health Medical
Center Castro Valley, CA
 IPD Delivery-Owner
mandated
 $320 million target cost
 Resource driven schedule-
2013
 OHPD approval required
 Complex phased construction
 Validation studies used
 Emphasis on creating
information once
 Emphasis on off-site
fabrication of building
components

25. BIM Implementation
 Enterprise Level
Implementation People
 Planning Points
 Business Process
Engineering Infrastructure
 Project Level Implementation
Process/tools

26. BIM Implementation Workflow-Enterprise Level
The Deal Breaker
Enterprise Business
Solution Value Deployment Executive Buy BIM Process & Tool
Needs Process Proposition Estimate
BIM Plan
In Understanding Selection
Pilot Project
Assessment Engineering

27. Barriers to BIM Adoption
 Investment costs
 Project manager
education
 Executive Buy-in
 Cultural change
(see Machiavelli)
 Technical training
 Talent acquisition

28. BIM Implementers- Take Political Advice from
Niccolo Machiavelli
“ There is nothing more difficult to
take in hand, more perilous to
conduct, or more uncertain in its
success, than to take the lead
in the introduction of a new
order of things.”
From The Prince

29. Key BIM Implementation Planning Points
 Perform risk assessment
 Align business goals with
BIM process and
technology
 Develop a company culture
of collaboration
 Assess staff capabilities to
adopt BIM processes &
technology

30. Key BIM Implementation Planning Points
 Assess IT capabilities
 Assess BIM capabilities of
key trade contractors,
vendors and consultants
and leverage their
knowledge
 Investigate & understand
BIM business and
contractual relationships

31. BIM Implementation-Business Process
Engineering
Mission Decisions Information Technology
• Define • Execute • Consider • Deploy
• Accomplish • Guide • Support • Processes

32. BIM Implementation-Business Process
Engineering
 Business Process Mapping
 Project Management Identify
Assessment Processes
 Business Process
Improvement Test &
Review, Update
 Project Data Evaluation Implement To-
Analyze As-Is
Be
Design To-Be

33. Business Process Mapping
 Capture & validate the
process
 Document process metrics
 Gain understanding of
business process works
 Focus on areas that need
improvement
 Develop an action plan

34. Business Process Improvement
 Review cross-functional &
departmental processes &
responsibilities
 Compare enterprise goals to
current processes
 Review business processes
across the enterprise
 Design new BIM processes
that can be implemented
across the enterprise

35. Project Management Assessment
 Why ? = establish current
capabilities
 Develop clear understanding
of project scope & objectives
 Review project expectations &
success metrics
 Review scope changes,
delays & cost overruns from
previous projects
 High-performance team
guidance Photo: New York Public Library

36. Project Data Evaluation
 How is data entered ?
 Does data sit in a silo ?
 Analyze where there are
data “overlaps”
 Examine what data is not
electronic & whether it can
digitized
 Where is data stored ?
Multiple locations ?
 Evaluate how data is
transmitted and in what
format

37. BIM Project Implementation
Project
Needs
Assessment
Project Project
Business Team
Goals Capabilities
BIM Solution
Implementation

38. BIM Project Execution
• Determine project BIM business value (not just because its cool !)
Identify BIM • Identify BIM goals and uses based on best industry practices
Goals
• Develop process for BIM supported tasks
Design BIM
Project Execution
• Develop process for BIM information exchanges
Process
• Develop information content
Develop
• Level of detail
Information
Exchanges • Responsible party
• Define project infrastructure needed to support BIM project processes
Define Supporting
Infrastructure
Reference: The Computer Integrated Construction Research Group

39. BIM Project Implementation Options
Pilot Project-
highest risk
and
Shadow investment
Method-no but has
risk but greatest
higher potential
Forensic investment rewards
Method-no costs,
risk/requires redundancy
modest
investment

40. BIM Pilot Project-Look for an Opportunity
Standards
Develop
Infrastructure
Processes
Pilot
Project

41. BIM “Shadow” Project
Traditional Planning,
Scheduling, Coordination,
2D CAD Drawings Estimating, etc.
Traditional Processes
Project (team one)
Virtual Construction, 4D
3D Models from CAD Sequencing, Coordination,
Drawings 5D Estimating, etc.
Same Project But With BIM
Processes (team two)

42. Forensic Project-Investigative Research Method
 Use completed project
with “known” data
 Compare as-built to as-
designed data
 Compare Shop drawings
to as-designed data
 Review change orders,
project delays & RFIs
 Determine if using BIM
processes could have
identified project issues

43. BIM Implementation-Project Level Needs
Assessment
 Uniform understanding of
what needs assessment is
 Establish a needs
assessment model & format
 Determine data gathering
methods
 Determine data analysis
method

44. BIM Implementation-Project Level Needs
Assessment
 Link project risks or project
performance needs to
project business strategy
 Identify knowledge skills
and abilities needed for
project team members to
perform their tasks
 Identify where the
“knowledge gaps” are of
project team members

45. BIM Implementation-Project Level Needs
Assessment
 Identify and develop training
programs for project team
members that enable
performance
 Write needs assessment
report
 Adjust needs assessment
as new issues develop

46. Model Planning & Coordination
 Best Practices
 Modeling Specification

47. Model Planning Best Practices
 Manage the model
progression data by phase
(SD, DD, CD, etc.)
 Clearly establish &
communicate the model level
of detail and accuracy
 Establish model QA/QC
process
 Make sure 2D CAD data is
integrated or linked into the
3D model

48. BIM Model Management Answers the Questions
 Who ?
 What ?
 When ?
 Where ?
 Why ?
 How ?

49. Modeling Level of Detail-Find the Right Balance
Too Much detail
• Wasted modeling
time
• Burden to
infrastructure
resources
No Enough Detail
• Insufficient data
• Prevents
understanding of
scope

50. Model Level of Detail Range
Fabrication/Shop
Drawing-level of
detail needed by
subcontractors
Design
for fabrication
Development-
and installation
Quantities can be
extracted but not
enough detail to
build from
Conceptual Level-
Conceptual
estimating value
only

51. Best Practices for Contractors Using Revit &
NavisWorks

52. Construction Modeling in Revit-Best Practices
 Develop solid workflow that
allows updates to the design
intent model
 Download revised design
intent model into builder’s
construction model server
 Use design review feature
 Use Revit linked model
Coordination Review Tool

53. Construction Modeling in Revit-Best Practices
 Construction model is
considered a different type of
model from the design intent
model
 Use Revit Link” command to
join construction model to
design intent model
 Construction model contains
data vital to a builder
 Be careful of accidental
editing, moving or deleting of
design intent model elements

54. Revit Design Intent to Construction Model
Procedure
 Check work sets
 Apply shared coordinates
 Create & import needed
gridlines
 Create & import needed
match lines

55. Revit Design Intent to Revit Construction Model
Procedure
 Create & import building origin
point
 Divide the model into
quadrants
 When making modifications to
model check the following:
 Ceiling heights
 Work sets
 Partition Types

56. Revit Construction Modeling Options
 Tracing of 2D CAD paper
drawings
 Convert design intent 2D CAD
electronic file into a Revit 3D
model
 Convert 3D Revit design
intent model into a
construction model (use Revit
linking feature)
 Create a 3D construction
model from scratch

57. Linking Revit Models
 Linking prevents architect’s
design intent elements from
being altered
 Linking allows contractor to
add to architect’s design
intent model without
modifying it
 Use Coordination Review tool
for alerts to updates to lined
models
 Linking gives the contractor
information vital to their work
(e.g., gridlines, origins,
clearances, alignments, etc.)

58. Revit Object Planning for 4D Sequencing & 5D
QTO

59. Revit Model Use in Construction Field
Operations
 Surveying
 Building Layout
 Elevation Establishment
 Clearance checking
 Virtual Mock ups
 QA/QC
 Trade sequencing
 Fabrication
 Site logistics & Planning

60. What to Model Example-Complex Structural
System/Exterior Skin
 Stadiums
 Large Terminal Buildings
 Complex Geometry High Rise
Offices (e.g., Freedom Tower)
 Non-conventional design

61. What to Model-MEP&FP (examples)
 High pressure ducts
 Medium pressure
ducts
 VAV boxes
 Shaft locations
 Fire Smoke Dampers
 Flex duct
 Hanger Seismic
Bracing
 HVAC piping Rooftop
equipment
 Light fixtures
 Branch & feeder
conduit

62. Above Ceiling Equipment Access Areas
 Valve access
 VAV Boxes
 Fire Smoke dampers
 Electrical pull boxes
 Access hatches
 Transformers
 Pumps
 Catwalks

63. Construction Logistics & Site Planning
 Locate existing utilities in
relationship to new work
 Deep excavation
entry/exit ramps
 Deep excavation shoring
 Access roads
 Material storage &
staging areas
 Crew parking
 Site offices
 Temp utilities
 Concrete truck wash out

64. Virtual Mock Ups, Assembly & Coordination
Drawings Using Revit
 Critical dimensions &
elevations
 Embedded items
 Various needed views
(2D & 3D)
 Important notes
 Blockouts
 Sleeves

65. Revit Concrete Lift Drawing Developed Using
Views and Sheets Commands

66. Revit Concrete Lift Drawing Developed Using
Views and Sheets Commands

67. Concrete Pour Sequence

68. Virtual Mock UP Used for Coordination &
Constructability
•Revit model help visually identify conflict
between steel beam and concrete core
wall. Result: RFI issued for resolution.

69. Steel Reinforcement Modeling

70. Structural Steel Modeling
 Connection details
 Erection sequencing
 Closely linked to Fabrication
 Pre-ordering due to long lead
time
 Assembly drawings
 Material storage & handling
 Crane study & analysis
 Coordination with MEP/FP
models
 Coordinate with other structural
systems & misc. metals (e.g.,
stairs, hand rails, etc.)

71. Site Logistics 3D Modeling
 Shoring systems
 Tiebacks
 Dewatering Systems
 Guy Wires
 Tower Crane Pad
 Slurry Walls
 Concrete Pump Booms
 Scaffolding

72. Shoring System Tiebacks & Interface with UG
Utilities

73. Site Logistics Example: Tower Crane Study &
Analysis

74. Site Logistics: Mobile Crane Study & Analysis

75. Tower Crane Foundation & Interface With
Shoring System Tiebacks

76. Revit Site Logistics Example
 Show tie-in to existing
buildings
 Access maintenance points
for existing & construction
operations

77. Coordination

78. BIM RFI-Part of Coordination

79. MEP Coordination-The “Low Hanging Fruit”-
Best Practices
 Use structural & architectural
model as starting point
 Do not forget misc. steel
 Allocate spaces (zones) to the
various trades
 Locate hard constraints
 Develop logical sequence of
systems (e.g., duct, gravity
piping, sprinklers mains,
fixtures, etc.)
 Save smaller conduit, flex
duct and piping for last

80. Collaborative Coordination Example: The Cloud
Soffits

81. Collaborative Coordination Example: Plumbing
Wall

82. Collaborative Coordination Example: Metal Stud
Walls
6”
Studs
2 ½”
Studs

83. Collaborative Coordination Example: Skin/slab
Interface #1

84. Constructability Review
 Determines whether a design
can be built or not
 Determines how a design will
be built
 Design impact to cost &
schedule
 “Big Room” -take advantage
of high interactive technology
 Co-located or multi-located
team
 Manage comments,
responsibility & resolution

85. Constructability Review-Elevation-by-Elevation

86. Constructability Review-Level-by-Level

87. Constructability Review-Room-by-Room

88. Use Revit for Scaffold Planning

89. Laser Scanning
 Export into Revit,
AutoCAD or
NavisWorks
 Design validation
 QC: compare as-built to
Model
 Scan existing
architectural features
and MEP systems
 Coordinate new with
existing systems

90. Underground Utility Coordination

91. Model Underground Utilities
 Import topographic data from
Civil 3D into Revit MEP
 Import underground survey
data
 Model utilities and other
possible obstructions
 Tie-in to existing utilities
 Check lines that depend on
grade (gravity flow)

92. Civil & Site Work Models
 Cut & Fill Volumes/Tables
 Export topographic information
from Civil 3D into Revit
 Locate building model (Revit)
into Civil 3D (site) model
 Use Civil 3D survey data (x, y, z)
for automated grading operations
(saves fuel & rework !)
 Roads, curbs, gutters & other
key site features
 Import Geospatial data: soil
types, terrain models, etc.

93. Vendor Supplied Models-Unistrut Metal Framing
System

94. Revit-Add Grids Where Needed to Help Locate

95. 5D Estimating & Quantity Extraction from a
Revit Model
 Extensive planning needed
 Focus on using expertise not
tedious manual take offs
 Estimating assemblies
 Quantity extraction best
practices
 Key processes by phase
(traditional delivery)
 Key processes using
Integrated delivery

96. 5D Estimating & Quantity Extraction from a
Revit Model

97. 5D Quantity Extraction Best Practices
 Visualizing-use graphics
quality that allows ability to
see what’s in the model
 Add needed details
 Use selective viewing
 Interpret model component
information
 Account for 2D data

98. Advanced Visualization
Video
Revit 3D Max Player

99. NavisWorks Best Practices for Construction
 4D scheduling & sequencing
 Composite Modeling
 Clash detection
 Visualization for
constructability and
coordination
 Site Logistics

100. 4D Sequencing-Best Practices
 Use for team members not
familiar with CPM scheduling
 3D Revit model (not a 3D
CAD) must be linked to CPM
 Revit model objects should
match CPM activities
 Use 4D for project
compression, communication
& coordination of complex
portions of project (phasing)

101. 4D Sequencing-Best Practices
 Use to find schedule “logic”
busts
 Use to verify constructability
(e.g., formwork sequencing)
 Verify material or equipment
workflow, access & hoisting
 Use holistic approach-don’t
just link two disjointed data
sets
 Use as 90 “look ahead”
schedules
 Avoid “abstract logic
relationships (e.g., SS, FF,)

102. Composite Modeling-Best Practices
 Use to Merge various file
formats together
 Know file formats in advance
(part of model planning
process)
 Understand differences
between NWD, NWF & NWC
 Create NWC files automatically
from applications (e.g., Revit,
Tekla, AutoCAD, Microstation,
etc,)
 Create master NWF project file
 Use NWD format for file sharing

103. Clash Detection-Best Practices
 Develop workflow for clash
detection that address:
 How clashes are found
 What type the are
 How they are tracked
 How they are resolved
 Large amount of clashes
 Separate false clashes prior to
assigning responsibility
 Be methodical in determining
what type of clash test are
needed
 Clash data can be exported via
XML

104. Visualization for Constructability &
Coordination-Best Practices
 Manage session data
 Use dimensioning feature for
checking clearances
 Use Viewpoints to enhance
user experience &
understanding of viewing a
3D model

105. Additional BIM Business Factors Concerning
Contractor and Construction Managers
 Collaboration System
 BIM as a competitive
advantage
 Legal Considerations
 Emerging BIM Roles
 BIM Talent Acquisition
 The BIM prophecies

106. Collaboration System for BIM Data
Design Models
Visualization Construction
data models
BIM
Constructability
review
Data Composite
Models
Clash data 4D schedules

107. BIM as a Competitive Advantage-Are You on
Offense or Defense ?
 Demonstrating a contractor’s
capability using 2D methods
is difficult
 Understand you client’s
business environment
 Understand project needs
 Demonstrate how the entire
enterprise functions not just
individual tasks
 Ability to produce value
MoJo Photos

108. Legal Considerations
 Responsibility between
architect & contractor is
changing
 Sharing BIM data
 Software “bugs”
 Deliverables ?
 BIM contract language
needed
 Building codes & BIM
 Public contracting codes &
BIM

109. Emerging BIM Roles & Careers Paths
 Director/Manager of Virtual
Construction
 BIM Coordinator
 3D Modeler
 BIM Integrator

110. BIM Talent Acquisition
 Shortage of BIM talent
 Traditional talent acquisition is
no longer effective in a BIM
environment
 Develop well-crafted
acquisition strategy
 Link acquisition strategy to
business strategy &
objectives
 BIM talent cares about
development, deployment &
connection
 Avoid panic hiring

111. Future Outlook & The BIM Prophecies

112. What the Prophets Are Saying: Barry Lepatner,
Author and Construction Attorney
“The change that lies just
ahead will threaten long-
established firms, careers and
institutions. No one can hide
from it.”
From: Broken Buildings, Busted
Budgets-How to Fix America’s Trillion-
Dollar Construction Industry

113. What the Prophets Are Saying: Alvin Toffler,
Author & Futurist
“the capture of integrated
knowledge in an organized
way should drive planning.”
From Future Shock

114. What the Prophets Are Saying: Thomas
Friedman-Pulitzer Price Winning Columnist NY
Times
“…the impending use of the
latest technology, global
implementation of new
materials and building
systems, and long overdue
research and capital
investment will radically alter
construction in the next ten to
twenty years.”

115. What the Prophets Are Saying: C. Eastman, P.
Teicholz, R. Sacks & K. Liston-AEC Industry
Scholars
“ …the next five years …. will see
the transition of BIM from an
early adoption technology to
accepted mainstream practice
….the greatest impact will be on
the individual practitioner, who
will need to learn to work,
design, engineer, or build with
BIM.”
From: BIM Handbook: A Guide to Building Information
Modeling

116. What the Prophets Are Saying: Barry Lepatner,
Author and Construction Attorney
“This situation will not last, for
the costs have finally become
too high. Change will come,
mandated by law or the
marketplace. It will threaten
some. To others it will offer
only opportunity.”
From: Broken Buildings, Busted
Budgets-How to Fix America’s Trillion-
Dollar Construction Industry

117. Conclusion & Summary

118. THANK YOU