BIM Execution Plan: A Contractual Necessity

A 2016 post on this blog traced the evolution of BIM protocols from 2003. This journey highlights the increasing importance of structured planning for successful BIM implementation.

The Path to BIM Nirvana

In the U.S., design firms utilizing AIA contracts are mandated to incorporate AIA Document E203™–2013, the Building Information Modeling and Digital Data Exhibit, when BIM is involved. This document, along with companion forms G201™–2013 (Project Digital Data Protocol Form) and G202™–2013 (Project Building Information Modeling Protocol Form), establishes a framework for collaborative BIM planning. These documents make a robust BIM Execution Plan a contractual requirement, not a mere option.

Globally, ISO 19650 echoes this emphasis on collaborative planning for effective BIM implementation.

Some designers, particularly those specializing in repetitive project types (like healthcare or housing) or working with long-term consultant relationships, may mistakenly perceive BIM planning as superfluous. However, this is a dangerous assumption.

• Shifting Landscape: The rise of alternative delivery methods, such as Design for Manufacturing and Assembly (DfMA), pushes system design further downstream. Without a clearly defined and agreed-upon BIM Execution Plan, there's no established baseline for interim milestones or final deliverables. This ambiguity can lead to costly rework, delays, and disputes.
• The AI Factor: As AI, GIS, and Digital Twin technologies become increasingly integrated into the design process, the importance of a robust BIM Execution Plan becomes even more critical. These advanced technologies thrive on structured data and clear workflows – elements that a well-defined plan provides.
• Leadership and Marginality: The BIM Execution Plan is not a "nerdy exercise" but a crucial management tool. By actively participating in the development of the BIM Execution Plan, designers demonstrate leadership and ensure their expertise is fully integrated into the project's success. Failing to do so risks marginalizing their role and potentially limiting their impact on the project's outcome.

In conclusion, a well-defined and collaboratively developed BIM Execution Plan is no longer optional – it's a contractual necessity. By embracing this critical planning step, design firms can enhance their project delivery, mitigate risks, and position themselves as leaders in the evolving digital construction landscape.

#BIM, #BIMExecutionPlan, #AIAE203, #ISO19650, #ConstructionTech, #ProjectDelivery

Ageism

The “American Dream” of secure retirement, familiar to my parents’ generation, was shattered for many by economic realities. My generation grew up with a mix of fear and hope, but not always balanced. When I entered architecture, the path seemed clear: become a partner or start your own firm. But economic shifts have changed that landscape, leading to increased specialization.

I found my own path in BIM, focusing on learning and adding value. I haven't become a CEO or VDC Director (yet), but the knowledge I've gained is invaluable. I've seen contemporaries settle into comfortable stasis, ceasing to question, grow, or teach. If that's the price of "success," I'm not willing to pay it.

What experienced workers seek is a fair evaluation based on our current skills, knowledge, and value. Judge us on our ability to contribute today, not solely on our age or past achievements. We bring hard work, dedication, and a commitment to the company's success. We also offer years of accumulated wisdom and maturity that can benefit any organization. Companies that recognize this inspire younger workers and demonstrate a true commitment to inclusivity.

To my fellow experienced professionals: We must remain adaptable, aware, and passionate. Embrace continuous learning, recognizing that teaching and learning are intertwined. Share your knowledge generously, acting as mentors and bridges to the next generation. See their potential not with envy, but with hope.

The world needs change, and experienced professionals have a vital role to play. I'm eager to contribute my expertise and collaborate with organizations that value experience and foster growth. Let's connect and discuss how we can build a better future for the profession.

#ageism, #architecture, #BIM, #mentorship, #workplaceinclusion

BIM and AI: A Call for Open Discussion and Collaboration

The AECO industry is facing a new wave of technological advancements, particularly in BIM, GIS, and AI. To navigate these changes effectively, open communication and community are more crucial than ever. I recently returned to social media and was reminded of the power of connection, prompting me to reflect on the history of BIM user groups.

Early Revit users connected in online forums and later in in-person gatherings, often supported by vendors. This collaborative spirit fueled the growth and success of BIM. But as the market matured and search engines became readily available, participation in these groups waned. Now, as we face the complexities of incorporating AI, this same spirit of collaboration is needed more than ever.

How can we make informed decisions about AI without open dialogue? We need to hear from users, not just vendors. (No offense, vendors, you're doing a great job!) Whether your outlook is optimistic or cautious, sharing your experiences—successes and failures—is essential. This prevents others from repeating mistakes and sparks new ideas. We need to foster personal, local connections. If in-person meetings aren't feasible, virtual gatherings will do. But let's talk to our colleagues, contemporaries, even our competitors. Let's not repeat the mistakes of vintage CAD firms, guarding their "secret sauce."

I'm committed to contributing to this conversation by continuing to share my thoughts on BIM, GIS, and AI. I'm also reaching out to my colleagues at the South Coast Revit Users Group (SCRUG) to explore how we can revitalize local engagement. I encourage you to join local groups, participate in online discussions, and share your own experiences. Let's find out what's really going on.

#BIM #AECO #DigitalConstruction #BuildingInformationModeling #GIS #AIinConstruction #BIMCommunity #Revit

BIM is not Dying - Part 2

During my time in Qatar, I discovered Tim Urban's unique Wait But Why blog and his 2-part article on Artificial Intelligence that I recommend for everyone to view. 

"When it comes to history, we think in straight lines. It’s most intuitive for us to think linearly, when we should be thinking exponentially. In order to think about the future correctly, you need to imagine things moving at a much faster rate than they’re moving now."

Authored in 2016, The AI Revolution: The Road to Superintelligence explores every aspect of AI, focusing on its impact and its many potential benefits and risks. ChatGPT4 and Large Language Models, which weren’t specifically envisioned then, are just one building block of the Artificial General Intelligence (AGI) that is described.

Tim Urban’s ‘Wait but Why’ blog is entertaining, insightful, and inspirational. What I like to share from his AI article is the understanding of where we currently stand on the Human Progress timeline above and why we can be certain that progress will exceed our loftiest expectations.

We are experiencing this already…

On the design side, the potential uses of AI in AEC and BIM present us with an already overwhelming array of choices. There are a growing number of BIM enhancements and generative AI platforms, ensuring that agreement on a single concept is both impossible and undesirable.

The aspect of BIM in which I see amazing potential is its convergence with GIS technology and spatial data in Digital Twin platforms. The emergence of this technology returns the owner to their place as the primary beneficiary of advancements in building technology. They have always had the most to gain and suffered from upstream AEC’s inability to deliver it.

Digital Twin BIM, powered by AI, has the potential to transform how building owners operate and maintain their assets. By providing real-time insights, enabling predictive maintenance, and optimizing building performance, it will significantly enhance building value and improve the overall occupant experience.

"Using BIM within GIS, any structure can be put into a larger, real-world context allowing for deeper analysis by using GIS tools. The highly detailed information in a BIM model contributes to analysis and planning, improving decision-making processes. Combined with GIS data and its location intelligence, deeper analysis can be performed at any stage of the lifecycle, whether it is an early or fully detailed version of the given BIM model."

AI may perfect the BIM process for Design and also provide the framework for information consumption during Operations. Builders’ AI must transform design data and geometry from design to trade hierarchy. Everyone involved in the process must now be stewards for its reliability, so that the outcome desired by the owner can be achieved. There can be no substitute for this. No excuse that allows it to fail.

The pragmatic courage mentioned by Luke Johnson will be needed by BIM Managers to create and enforce the model delivery standards defined in their BIM Execution Plans, via AI or traditional means, including:

• Models must become the Designer’s primary deliverable, taking precedence over 2D drawings.
• Models must be delivered at each planned submittal, at the same time as other contract deliverables.
• A process for Concurrent Record Modeling must be created and enforced, assuring that all changes to the original design are incorporated as they are made.

Ultimately, the success of AI-powered BIM hinges on the leadership and vision of BIM Managers. They must champion the adoption of these technologies, establish clear standards for data quality and exchange, and ensure that the benefits of AI are fully realized for building owners. By embracing these challenges and driving innovation, BIM Managers can maintain their relevance and continue to play a pivotal role in shaping the future of the built environment.

BIM is not Dying...

Two recent posts on LinkedIn have caused me to return to my blog.

Luke Johnson wrote about the changes we have all seen in the role of the BIM Manager, and the challenge presented by AI. Phil Bernstein cited a Harvard design Magazine article about overall change in the AEC industry.

As one of the dwindling numbers of BIM professionals who started their career “on the boards,” and also having some global experience, I offer these thoughts.

---

I never wanted to be a BIM Manager. Never saw it coming. I am a BIM leader and champion. I have been called “guru” but will never claim to be an expert if there is something new to learn. I liked the title Provocateur, but it was taken. I settled on BIM Aficionado. There are thousands of us. Just not enough.

BIM arose out of necessity and from the desire of (mostly) architects and designers to improve drawings (collaboration) and remove errors (risk) from drawings. And to eliminate boredom, as the mindless repetition of tasks often leads to errors.

BIM did not magically appear to replace manual methods. BIM evolved.

BIM was preceded by Composite & Overlay drafting aka “Systems Drafting,” pioneered by a forgotten hero, Fred A. Stitt. 2D & 3D CAD evolved together. There were many choices for 2D drafting, and “friendly” competition among the vendors vying for a share of the growing industry. Autodesk had the best business model: free software. While Macintosh-based 3D systems sold for thousands of dollars, the entrée to CAD was significantly less expensive. And so, 3D adoption languished. 2D CAD did not eliminate hand drawing. The process was slow and painful.

A few firms adopted BIM by Executive Caveat, but for most it was a gradual process, led by a member of the design staff who somehow became engaged with the technology. Those were exciting times! BIM implementation typically began with hybrid projects. But the lack of continuity between 2D and 3D forced BIM advocates to fully commit.

The Cosmopolitan Resort + Casino was my first large Revit project (2007). And this one was by caveat. We modeled from scratch, tracking the design as it evolved. We created our own structural model for coordination purposes.

Back then, it was easy to recognize the obstacles to adoption; they were all the same: resistance to change. So, to find courage for the effort, we speculated that all resistance would be gone in a generation. These “old fogies” who couldn’t do CAD, and couldn’t even conceive of BIM, would be retired. And replaced by professionals who would be rewarded for their leadership in BIM’s adoption.

How naïve. It just didn’t happen that way.

The evolution of BIM drove the complexity of building design in a symbiotic relationship, with each feeding from the other. That complexity led to increased specialization.

Graduate architects do not aspire to become BIM Managers. They want to design. To create. The satisfaction we get from a smoothly run project (having experienced the opposite) really has no appeal. Experience builds appreciation. Even Gratitude.

When BIM finally took off, there were not enough leaders and visionaries to go around. Some of these (eventually) found permanent homes. You will find them at the largest and most innovative design firms. But even that does not guarantee consistency throughout the projects they produce.

BIM became a specialty. As many have noted, decreasing profit margins for design firms who were lucky enough to survive the economic recession and recent pandemic, have had a significant effect. When the industry began to recover from the last decade’s recession, industry partners, who originally sold hardware, software, and training, began to offer BIM Services, which could be anything BIM-related. The driver for BIM adoption changed from the intangible and unmeasurable “improvement” to the bottom line.

Many BIM service providers and BIM technology consultants have flourished! Project Management in AEC has also became a specialty, and attracted those with different skills and different goals into the mix. The anticipated increase in computing power and the decentralization to the cloud of models and data in a Common Data Environment, unheard of just a few years ago, have contributed to advancement. Any progress is good.

I know most will agree that while drawings have not been eliminated, and wasteful practices still exist, we have made substantial gains, most notably in sustainable design practices and healthier buildings.

On the design side, the potential uses of AI in AEC and BIM present us with an already overwhelming array of choices. There are a growing number of BIM enhancements and generative AI platforms, ensuring that agreement on a single concept is both impossible and undesirable.

However, I disagree that BIM is dying, nor the courage to find a better way. With the rapid development of AI BIM, we once again are all facing a common challenge. A common opportunity.

A champion must believe in his success. A leader must project the qualities of that role. Our thoughts about the future will shape our future.

(Part Two to follow)

Allen Jay Holland

Boomer Values

As noted in my previous posts, at seventy-four years old I am still professionally active. Staying engaged and involved is my defense against aging. I refuse to grow old.

I was happy to get my last role because it presented an opportunity for learning. I went from the building design side to manufacturing. That company was launched (with Venture Capital funding) by two engineering graduates who are about thirty years younger than I.

In my usual style, I poured in dozens of extra hours for the salaried position. I worked nights and weekends to meet deadlines, because that’s what Boomers do. I was recognized (verbally) for that commitment. I received compliments from the company’s clients. But it took months to secure a well-deserved salary adjustment.

My final project, a massive student housing complex at my alma mater, Cal Poly San Luis Obispo, took a bizarre turn. The company's CEO, in a classic case of micromanagement, insisted I fill out a spreadsheet detailing every potential obstacle to project completion. Instead of focusing on the actual work, I was expected to anticipate and document every possible issue. This seemingly trivial task escalated into a major conflict, culminating in my abrupt termination for "lack of performance."

The irony is that the company maintained an “Unlimited PTO” policy, under which there is no accrued benefit. I took three days off in fifteen months, and anticipated receiving two weeks pay for the unused time off. Instead I received a big, fat zero.

Lesson learned, I suppose.

#workplaceethics #generationaldifferences #worklife #lifelessons

"Fortune Passes Everywhere"

Colleagues,

I am pleased and excited to announce that I have joined KDG Construction Consulting, to serve as the BIM Manager for the Landside Access Modernization Program at LAX.

[Click to View Enlarged}

I am eager to join the talented team already in place. My role includes coordinating the use of Los Angeles World Airport BIM standards for all relevant LAMP projects, and evaluating Developer/contractor submittals for compliance with those standards.

The program includes two Intermodal Transportation Facilities, a Consolidated Rental Car Facility, a new Metro station, and improvements to the existing terminal, all connected by an Automated People Mover.

http://www.connectinglax.com/solution.html

KDGConstruction Consulting is a leading provider of program, project and construction management services, serving clients in a broad range of markets throughout Southern California, including aviation, utilities, government and affordable housing. KDG is a certified Minority and Women-Owned Business Enterprise (MBE/WBE) and a certified Small Business Enterprise (SBE) in the State of California.

Allen Jay Holland

P.S. Extra Credit if you are familiar with the source of the title quote.

Revit Protocol Manual

Colleagues,

The AEC (UK) CAD Standards Initiative was formed in 2000 to improve the process of design information production, management and exchange. Initially the initiative addressed CAD layering conventions as the primary concern for users of design data. As design needs and technology has developed, the initiative has expanded to cover other aspects of design data production and information exchange.

The committee was re-formed in 2009, including new members from companies and consultancies highly experienced in BIM software and implementation, to address the growing need within the UK AEC industry for a unified, practical & pragmatic BIM standard in a design environment.

The AEC (UK) BIM Standard was released in November 2009, and this document forms part of that body of work, as a Revit-specific standard which conforms with the platform-generic BIM standard.

Copyright Notice:

It is important to note that this standard will only become truly useful if as many companies adopt it as possible. To that extent, it may be freely distributed and used in any format necessary.

~~~

My current interest in the notion of BIM Standards was engendered during my work overseas, but I also learned that there are practical limits to what can be achieved, depending on the market in which one's design practice operates, along with many other factors.

Internationally, there is a wave of interest in standardization, prompted by the 2016 UK Level 2 BIM Mandate. There is also an overlay of academic interest in BIM, which can distort its practical implementation.

I have decided to release the Revit Protocol Manual in draft form, to receive feedback from any who wish to review its content. I have updated the manual to align with recent software enhancements and adapted it to U.S. terminology. You are, of course, free to use it (or the original documents) without restriction as noted above.

Download the 2017 Revit Protocol Manual [Draft]

Allen Jay Holland

Announcing Q-BIM

 

During the past year there has been a gradual increase in the maturity of Building Information Modeling and related technologies in Qatar and the region.

Qatar is very unique in that the value of having projects delivered in BIM is widely recognized. BIM delivery is required for the 2022 FIFA World Cup venues, for the Doha Metro projects, for the developments currently underway in Lusail City and Katara, and virtually every major new project.

Where in the past the RFPs for new work included vague references such as “delivery of the project must be in BIM” we are beginning to see more explicit definitions of client and owner expectations. Not all are realistic, but many have followed the protocols defined by the American Institute of Architects (USA) or the British Standards Institute publication of PAS 1192-2 (UK).

In the UK, BIM adoption has been driven by the “2016 BIM Level 2 Mandate” which requires the technology to be used for all centrally procured public sector projects. In addition, centrally funded government departments will be required to provide “clear and complete” Employer Information Requirements with all contracts. The mandate supports the UK’s 2025 Construction Strategy, which has four main goals: a 33% reduction in the initial cost of construction; a 50% reduction in the overall time; a 50% reduction in greenhouse gas emissions; and a 50% reduction in the trade gap between total exports and total imports for construction products and materials.

In the much broader USA market, where the term ‘BIM’ was coined, several government agencies and private owners have driven development forward, and builders have recently surpassed designers and architects in the rate of BIM adoption, achieving a 70% adoption rate in 2012.

A 2014 McGraw Hill report, The Business Value of BIM for Construction Major Global Markets, reports that “BIM usage is accelerating powerfully, driven by major private and government owners who want to institutionalize its benefits of faster, more certain projects delivery, and more reliable quality and cost.” It is further reported that “three-quarters of all contractors surveyed report a positive ROI on their investment in BIM.”

BIM diffusion in Qatar, as defined by Dr. Bilal Succar on his BIM ThinkSpace blog (www.bimthinkspace.com) seems to be a blend of “Top-Down” pressure by clients and owners coupled with “Middle-Out” encouragement by global and multi-national designers and constructors. In conjunction with a recent tender for multiple stations required for the new Doha Metro system, Qatar Rail issued a comprehensive set of guidance documents that advances the requirements for BIM delivery.

Virtually every major global design and engineering consultancy is doing business in Qatar. Familiar acronyms such as AECOM, HOK, WSP and well-known brands Jacobs, Atkins, Parsons, Arup, Gensler. These firms bring their technology advocacy to the region, along with many experienced professional staff.

Reviewing Dr. Succar’s “Eight Components of Market Maturity” there appears to be improvement in the definition of objectives, in the presence of champions and drivers as well as the availability of noteworthy publications (guides, protocols and mandates). There is also some improvement in the technological infrastructure available in the MENA region. Conversely, there has been little change in the regulatory framework, or in the presence of market-wide metrics for measurement of BIM diffusion. The development of market-specific BIM object libraries is not apparent, and the availability of education and training programs is limited.

BIM User Day 5, which was held in November 2015 at Qatar University, demonstrated a significant increase in the interest and demand for BIM knowledge. The conference was attended by 263 delegates from 16 countries including the MENA region, USA, Europe and China.

Following the inaugural Future BIM Implementation conference in May of last year, the awareness of the need for common and unified effort toward BIM development and delivery was recognized. An ad hoc organization, the Qatar BIM Guidelines Focus Group, was formed, and several meetings of the group have been held. The focus group eventually was joined by Professor Nashwan Dawood and other researchers affiliated with Qatar University, and whose research into Building Information Modeling is supported by the Qatar Foundation.

The group has adopted the name “Q-BIM”. Its mission is “to promote opportunities to support, connect and grow BIM standards, through lobbying, mentoring, networking, strategic alliances, and developing and recognizing excellence in BIM.”

A constitution has been adopted by its executive committee. Our new website, Q-BIM.org, has been launched. Individual, Corporate and Group memberships will be granted to anyone who is actively involved in any aspect of Building Information Modeling in Qatar.

I encourage everyone in those categories to join Q-BIM. Please visit www.q-bim.org.

~Allen Jay Holland

The Paths to BIM Nirvana

"A Building Information Model is a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle from inception onward."

BIM is an intelligent model-based process that provides insight to help you plan, design, construct, and manage buildings and infrastructure

I have a confession.

Before I came to practice BIM Management in Qatar, I had never authored a BIM Execution Plan. I am really “old school” – I began doing 3D architectural modeling before it was called BIM. Among a fraternity of soon to be geriatric colleagues (you know who you are) we were drawn to the technology in search of a better way to create the instruments of service known as drawings. A coordinated set of drawings without errors and inconsistencies that always crept in to the multiple file methodology of CAD. Sure it was cool that the process also yielded three-dimensional images, but 2D quality improvement was the primary driver.

Flash forward 25-30 years. The stakes involved in BIM delivery are much higher. Primarily because of improvements in computing technology (processing power, speed, memory) we have loaded up BIM with many more facets of building design technology. Visualization and analysis were once separate processes – now they are integrated. Facility data management was a manual process; now that too is expected to be delivered by BIM.

In 2003, the United States General Services Administration (GSA), through its Public Buildings Service (PBS) established its National 3D-4D-BIM Program. Agencies of the U.S. military (NAVFAC, USACE, USCG) were among the first official bodies to recognize and institutionalize BIM for design, construction and facility operations. The Associated General Contractors of America (AGC) published its first Guide to Building Information Modeling in 2006.

The American Institute of Architects’ Integrated Project Delivery Guide, which sets forth the principles of collaboration which have become synonymous with BIM Nirvana – the simultaneous involvement of all project stakeholders in the planning, design and execution of buildings and other built assets – was published in 2007. The AIA’s BIM Protocol Exhibit E202 was published in 2008, incorporating groundwork laid by VICO and Webcor Builders regarding the concepts of Level of Development and Model Element Authorship.

BIM project execution planning began in 2007 with the Penn State CIC research program. BIM then was typically just architectural modeling. “Information Exchange” was mostly theoretical. It was difficult to convince structural engineers of the benefits, and MEP BIM was virtually non-existent. In 2011, the Penn State CIC began the development of the Owner's Guide to Building Information Modeling. The group determined there was a need to develop “a guide for facility owners and operators that includes a procedure to develop a strategy for integrating BIM throughout their organization.”

In May 2011 the UK’s Government Construction Strategy was published, announcing the intention to require collaborative 3D BIM (with all project and asset information, documentation and data being electronic) on its projects by 2016. The “Level 2 Mandate” resulted in the creation of PAS 1192 by the British Standards Institute, which many consider to be the “Holy Grail” of BIM implementation strategies. The UK’s Construction Project Information Committee (CPIc) is a consortium of construction industry organizations. CPIc provides templates which support the PAS 1192 BIM strategy, and is the author of the new Uniclass2 classification system.

PAS 1192 presupposes that Employers Information Requirements precede the development of any BIM planning process. The plain language questions that must be asked and answered may overlook the possibility that, especially in the MENA region, an employer (client, owner) may just respond to some of those questions (i.e. “How will BIM be managed and exploited in this project?) with an “I don’t know.” This should not be a barrier to BIM delivery. Designers especially must be proactive and become advocates for BIM development if progress is to be made.

In the U.S. there is not a government mandate for BIM. The buildingSMARTalliance, a council of the National Institute of Building Sciences, employs a consensus approach to the development of its National BIM Standard (NBIMS-US). BIM development in the U.S. is driven by designers, builders and owners who believe in its benefits and its ROI. Indeed, a study by Autodesk strategist Erin Rae Hoffer indicates that the most heavily invested firms have stopped measuring ROI because they simply “believe”.

The uses for BIM span across three main categories – Design, Construction, and Operations. 22 BIM uses were identified in the original Penn State Guide. On his BIM Excellence website Dr. Bilal Succar has identified 125 model uses (so far).

As the well-known MacLeamy Curve illustrates, BIM shifts design and construction project decision-making to an earlier project phase, when the cost of changes is less, and the ability to impact design outcome is greater. It is generally agreed that the major beneficiary of BIM is the owner, with lower construction costs, fewer construction RFIs, and a more efficient building or facility.

So what are the immediate benefits for designers?

• Reduction in waste and risk
• Improved design quality
• Reduction in errors
• Increased client, design, and construction team understanding and communication
• Improved project delivery through efficient use of resources, improved safety, and accurate timelines
• Accelerated regulatory approval and permitting

There is a vision of the future for building design and construction professionals in which BIM is no longer considered to be an alternative. It will be mainstream. BIM is the natural outcome of technology applied to the process of creating buildings. The previous methods of design delivery will eventually be seen as archaic, outmoded, and no longer relevant.

References

Computer Integrated Co. (2016). BIM Execution Planning. Retrieved from Pennsylvania State University: http://bim.psu.edu/

Computer Integrated Construction Research Program. (2013). BIM Planning Guide for Facility Owners. University Park, PA, USA: The Pennsylvania State University.

The American Institute of Architects. (2007). Integrated Project Delivery: A Guide.

Levi's Stadium - Santa Clara, California

In honor of the 50th Super Bowl football contest - the other futbol, if you are reading this anywhere but in the USA - I am sharing these images of Levi's stadium, which was designed using Revit.

During 2008 I worked as a consultant in the Los Angeles office of HNTB, on several sports venues and aviation projects. This was the project for which I was noticed by recruiters for KEO International Consultants, leading to my current position in Qatar.

Most of the design work was performed in the main office in Kansas City, Missouri. At the time the Forty-Niners football team was still negotiating with the City of Santa Clara on the location of the complex. The rendered illustrations exhibited here were created by Mike Amaya of MXA Illustration.

I will be rooting for the Carolina Panthers, the team of Michael Oher, made famous by the Sandra Bullock film "The Blind Side", and against the Denver Broncos, the team of Peyton Manning, who was a nemesis of my favorite college football team, the Florida Gators.

Project Delivery Methods & IPD

Project Delivery Methods

True Integrated Project Delivery requires early involvement of the Constructor. Multi-Party Agreements, in the contractual forms of a Project Alliance, Single Purpose Entity, and Relational Contracts, define the process, decision-making procedure, sequencing of tasks, compensation, risk management, etcetera to be followed.

In a multi-party agreement (MPA), the primary project participants execute a single contract specifying their respective roles, rights, obligations, and liabilities. In effect, the multi-party agreement creates a temporary virtual, and in some instances formal, organization to realize a specific project. Despite the custom nature of multi-party agreements, three general forms have emerged: Project Alliances; Relational Contracts; and Single Purpose Entities.

In a Project Alliance, the owner guarantees the direct costs of non-owner parties, but payment of profit, overhead and bonuses depend on project outcome. Significant decisions are made by facilitated consensus and the parties waive liability, except in the case of willful default.

A Single Purpose Entity (SPE) is a temporary, but formal, legal structure created to realize a specific project. In an integrated SPE, key participants have an equity interest based on their individual skill, creativity, experience, services, access to capital or financial contribution. Equity owners are paid for the services they provide, with additional compensation tied to overall project success.

In Relational Contracts, the parties agree to limit their liability to each other, but it is not completely waived. Compensation structures have project-based incentives. Decisions are developed on a team basis, with the owner retaining final decision rights in the absence of team consensus.

In some instances, participants may be required to use a delivery model that does not allow a constructor to be involved early in conceptualization (i.e. Design-Bid-Build). Other models, however, rely on earlier constructor involvement and would be more amenable to utilizing IPD methods (i.e. Construction Manager at Risk and Design-Build). Each of these traditional delivery methods present unique challenges to integration.

Multi-Prime

Multi-Prime

Multi-Prime is commonly utilized within a Design-Bid-Build process. In this form of project delivery, the owner contracts directly with multiple contractors or trades. The owner acts as the general contractor on its own project. Multi-Prime project delivery requires that the owner provide substantial management services, and accordingly must have extensive experience and internal resources to perform the tasks which are typically managed by a general contractor or construction manager. When Multi-Prime is used for Design-Bid-Build, it offers few opportunities for IPD.

Construction Manager at Risk

CM at Risk

In CM at Risk the construction manager is hired early in the design process to deliver an early cost commitment and to manage issues of schedule, cost, construction and building technology. Design remains the responsibility of an architect, who is independently contracted with the owner. A fully integrated CMc project might see the architect and constructor working with the owner to establish project goals, utilize BIM, and adopt other principles of integration and implementation techniques. Because work performed by trade contractors is typically bid, CMc satisfies the bidding requirements of most public procurement codes.

Design-Build

Design-Build

Design-Build is characterized by a single point of responsibility for design and construction. Many owners choose Design-Build in order to reduce project-based risk. This risk is borne by the design-builder, in exchange for retaining any cost savings that are realized. Costing in the traditional Design-Build agreement is usually fixed early in the form of a Guaranteed Maximum (GMP) or lump sum. Project success is measured by improved delivery time or cost savings as compared to the agreed-upon Guaranteed Maximum Price. Linking compensation to project goals such as building performance, sustainability, and accelerated delivery can be used to promote greater collaboration and better outcomes.

Design Bid Build

Design-Bid-Build

Design Bid Build is the most prevalent construction project delivery model in the U.S. and also here in the Middle East. DBB offers the owner the market advantage of a regimented design phase followed by separate bidding and construction phases. The project is designed with little input from the parties actually constructing the project. In many markets, and especially those with goverment mandated BIM, publically procured contacting requirements interfere with or prohibit early involvement by the Constructor. A Design-Bid-Build delivery model is somewhat antithetic to the goals of BIM and IPD.

To alleviate these restrictions, owners may choose to tender the project at an earlier stage. The consequence of early bids is a loss in their accuracy and the necessity to accept bids with large contingencies. This strategy may also result in added amounts of redesign, requiring an adjustment to the designer's compensation.

IPD

It has been eight years since the National AIA and its California Council published the guide to Integrated Project Delivery. Its introduction states, "Integrated projects are uniquely distinguished by highly effective collaboration among the owner, the prime designer, and the prime constructor, commencing at early design and continuing through to project handover."

The MacLeamy Curve

The 2007 document was the impetus for development of LOD definitions and for the current AIA Digital Practice documents including Building Information Modeling and Digital Data Exhibit (E203).

The guide contains reference to the now well-known MacLeamy Curve, which was first debuted in 2004. This graphic is famous to BIM users because it depicts the shift of effort which we know as "front end loading". The justification for the shift is the fact that effort is moved to an earlier stage, when the cost impact (risk) of making changes is less.

In addition to shifting design decision making forward, redefinition of phases is driven by two key concepts: the integration of early input from constructors, installers, fabricators and suppliers as well as designers; and the ability to model and simulate the project accurately using BIM tools.

Integrated Project Delivery does not require BIM. The 2007 guide states that "BIM is an evolving technology and is not used consistently in the industry at the present time." In the near decade that has passed since its publication, these statements about IPD have become the framework within which BIM users have strived to bring about change within the AECO industry.

Integrated delivery strengthens the project team’s understanding of the owner’s desired outcomes. IPD allows constructors to contribute their expertise early in the design process resulting in improved quality and financial performance. It allows the designer to benefit from early contribution of the constructor’s expertise, increasing the likelihood that project goals will be achieved.

Integrated Project Delivery is built on collaboration, which in turn is built on trust. Trust-based collaboration encourages parties to focus on project outcomes rather than their individual goals. Innovation is stimulated when ideas are freely exchanged among all participants. In an integrated project, ideas are judged on their merits, not on the author’s role or status.

Key participants are involved from the earliest practical moment. Combined knowledge and expertise is most powerful during the project’s early stages where informed decisions have the greatest effect. The thrust of IPD is not to reduce design effort, but rather to greatly improve design results, streamlining the much more expensive construction effort.

IPD represents a behavioral sea change in the industry by breaking down the silos of responsibility, requiring close cooperation among all participants. The focus is on collectively achieving shared goals rather than meeting individual expectations. Success is measured by the degree to which common goals are achieved.

Traditional contracting contemplates project participants operating within their own separate silos of responsibility. IPD seeks to break down these barriers by having all major participants focus on achieving shared goals. Most traditional construction contracts seek to limit the parties to whom duties are owed. In direct contrast, IPD proceeds under the theory that projects run more smoothly where all parties formally recognize what exists in practice – that every construction projects is a network of inter-linked roles, commitments and mutual promises.

Source: "Integrated Project Delivery: A Guide" published by the American Institute of Architects, National and California Councils, 2007.

Case Study

Greetings to All.

I am trying to arrive at consensus with my colleagues regarding some aspects of our Standards and Procedures for Revit.

Many Revit users follow the practice of customizing content with a "company" acronym to signify that the content is vetted to conform to office standards. My personal preference is to precede each family type name with an acronym derived from the family category, and I have now expanded the list to include content in all disciplines. I maintain that the presence of the acronym provides ample significance.

However, in the Project Browser, I contended that OOTB naming of standard content was desirable. My view was countered with the argument that confusion may result if other parties with whom we might collaborate used modified content with OOTB naming.

One well-respected colleague has developed a naming strategy that includes the prefix ‘AN’ for most annotations. I’m inclined to concede, but I happen to disagree on the practice of ALL CAPS in the browser.

Again, most users follow the tradition of capitalization of sheet names, however I would even question that practice. I believe it is a remnant of old-fashioned CAD thinking, where the practice originated because of the extension from hand drafting. (I was there.) ALL CAPS is generally avoided in graphic design and web design because it is harder (slower) to comprehend. There is some fairly consistent information available to back this point of view.

I’d like to know what other Revit users have to say about these options:

Transition

Happy Holidays to all of my friends and associates around the globe.

Christmas is not an official working holiday in the Middle East, but most of my coworkers have already departed, and I'm still here because I will be joining a few of my colleagues for dinner near the office.

I recently returned to Qatar after a three week vacation in the U.S., encompassing Thanksgiving, Autodesk University, and an early Christmas celebration with my family. I was pleased to have met with several friends at the Las Vegas event, and the time spent at home was precious indeed.



Future Rail Station

I have moved on from my role as BIM Manager of the Al Wakra FIFA 2022 World Cup stadium, having been promoted to BIM Manager of KEO's Architecture and Engineering Services division. I now occupy a nice corner cubicle in our Doha office with this view of one of the country's underground rail stations under construction.

KEO has several BIM projects underway in our three main offices in Qatar, UAE, and Kuwait. I was invited to the BIM Leadership Forum at AUx Dubai, and will be presenting on BIM at the Future Interiors Conference January 20-21 in Dubai. We have recently organized the Doha BIM User's Group (D-BUG), Qatar's first ever BIM group, for which I will serve as chairman.

Hopefully this change will facilitate my return to blogging, and I intend to focus on the unique situation which now confronts everyone involved in BIM and construction in the MENA region.

I wish everyone a peaceful, happy and prosperous New Year.

Fortune Passes Everywhere


Global BIM Acceptance

In the U.S., after two decades of development, Building Information Modeling has gained a fairly broad acceptance in most sectors of the AECO industry.There are many organizations involved in promoting and advancing BIM. Building Information Modeling is typical for large and complex buildings - airports, hospital & medical facilities, laboratories, schools.

In the beginning, BIM adoption was driven by professionals who quite simply wanted to improve quality, performance, and profit. In 2007 BIM adoption was boosted by the GSA National 3D-4D-BIM Program. Transition has not always been easy, and the level of implementation as well as methodologies vary widely, but today the top design firms in the U.S. are BIM firms: Gensler, HOK, HDR, Perkins+Will, SOM, HKS. Not coincidentally, the top construction firms have also invested in BIM: Turner, Clark, DPR, Hoffman, Hensel-Phelps.*

Similarly, in the U.K., BIM adoption is being driven by the government sponsored Building Information Modeling Task Group. The 2011 Government Construction Strategy will require collaborative 3D BIM (with all project and asset information, documentation and data being electronic) on its projects by 2016.

The story in the MENA (Middle East & North Africa) region is not the same. Doha, the capital and largest city in Qatar, did not exist just fifty years ago, and it seems unlikely that many of the towers that have seemingly erupted from the desert were conceived using BIM. Even today, the new buildings currently being constructed are not exactly high tech, in terms of construction. They are reinforced concrete with block infill structures clad with aluminum and glass. They are massively built and labor-intensive and fantastic, but any evidence of BIM use is difficult to identify.

Qatar does have a National BIM initiative, which is an aspect of its 2030 National Vision for growth and development following the FIFA World Cup in 2022. All of the major infrastructure projects and all of the 2022 stadiums are BIM driven projects. Familiar names like Atkins, AECOM, Jacobs Parsons and Turner are among those involved. Overall, however, the progress and development of BIM is far behind what we take for granted in the West. Why?

In his LinkedIn article "10 Barriers to a Full BIM deployment in the Middle East" Hamzeh Nawar, BIM Coordinator at Arabtec Construction LLC, explains:

Software companies took the lead in introducing BIM to Middle East, as a set of software and tools in the form of modeling, clash detection, quantity take-offs, and drawing extraction. This has resulted in a huge misunderstanding of BIM as a collaborative business process and limited the deployment of BIM in industry to the usage of BIM tools.

• As BIM is new to the region, qualified BIM specialists are rare. Accordingly firms tend to hire and train people on using BIM tools without educating them on BIM process.
• BIM requires significant sharing of data and information through the project life cycle between internal and external parties involved in the project; however companies in this region tend to be conservative and not so open to the sharing of information
• BIM is a collaborative process that requires a major change in the internal work process and culture.
• BIM (as it is meant to be!) is struggling to float to surface in this part of the world. A conservative and limited form of BIM is starting to form in the Middle East, a version of BIM limited to technology and capabilities of BIM software and tools.

Hamzeh concludes, “Benefits are still realized with this version of BIM, but the major benefits of a full BIM deployment are still a long-shot. Apparently BIM-ers still have a really long journey to go before they start realizing the actual benefits of BIM in Middle East.”

*Source: 2013 rankings by Building Design + Construction

Qatar Update

I've been silent for quite some time, but I've decided to start blogging again.

The reasons for the silence include immersion in my work as BIM Manager for the FIFA 2022 World Cup Al Wakrah Stadium and Precinct Development project, the intensity of that activity, and the observance the of the client's explicit interest in confidentiality. I am not allowed to share any of the details of the project, the processes involved in its creation, or detail the challenges that are typically encountered on any large and complex building project. I intend to comply with that mandate, no matter how much it goes against my professional and democratic sensibilities. Imagine where we would be with BIM if we could not share and learn from each other's successes - and failures.

I can confirm that it is a BIM project with a high degree of complexity. I am on the Project Management team from KEO International Consultants. The project's architect of record is AECOM (London), the design architect is Zaha Hadid, and the client is represented by Project Management Consultant CH2MHill. Most of the professionals involved are British, along with Australians, a few Americans, and workers of many other Asian and European nationalities.

Personally, there are always two aspects of my work-life from which I derive satisfaction, in addition to the actual objective activity of the job. Teaching and learning.

In Qatar I have learned quite a lot, but so far the opportunities to "pay it forward" have been limited. The revival of this blog is one of the ways I intend to change that.

Qatar

Colleagues,

At the end of this month I will be relocating to Doha, Qatar to serve as Senior Architect and BIM Manager for a sports complex renovation.

I will be working for project manager KEO International Consultants. The design consultant is AECOM, project designer Zaha Hadid Architects.

Finding the Efficiency of BIM

Revit Model

With two weeks until first building department submittal, our "GA" apartment project has steadily evolved since the decision to continue using BIM was made. We now have three Reviteers involved.

The GA project is a large stacked flat apartment building. We have evolved a method that incorporates groups, links, design options and phasing to achieve the maximum efficiency in creating and managing the BIM for construction documents.

SketchUp Model

In multi-family housing CAD, the design development process relies on surface modeler SketchUp. While most agree it is a "great design tool", the model is not connected to the plan development, and frequently loses its fidelity.

Projects often receive client or agency approval in spite of inconsistencies. When a project moves from DD to CD, the 2D plan files developed by the designers are handed over to production staff who refine the building plans and develop construction documents. It is they who must decipher or verify the "design intent" while applying their knowledge of building codes and constructability. The redundancy and inefficiency in this process is apparent. The obvious solution is to use the same program for both modeling and plan development. That is the reason that BIM and Revit exist.

Are designers really challenged by the process change required to switch from SketchUp to Revit? It is a move which offers many benefits. For those not familiar with the MacLeamy Curve, one effect of BIM is that effort is shifted forward where the  ability to impact cost and functional change is greater, and the cost of making changes is less.

Repeat: The cost of making changes is less.

In the technologically held back housing industry, the perceived additional effort to start up a Revit project at the CD stage is a difficult sell, especially when the client has not requested it. 

Vasari is an alternative
for concept design.

The efficiency of BIM is found in moving the effort forward where the cost is less. Designers should be eager to to accept the challenge of learning new methods, when there are benefits for all involved.


Once the basic building form has been conceived, designers must evolve the aesthetic concept, optimize dwelling unit mix and design, and provide accommodation for the infrastructure, services and common facilities.

The arrangement of the various unit types has significant impact on the building's form. Using mass families these unit types may be modeled as multi-story elements that can be driven parametrically to analyze and optimize the building design. Over time a library of plan types and plan forms will be developed that may be combined to rapidly complete the plan development. 

The mass family is also the basis for development of building modules that will be linked into a host model. At this stage design options may be used to explore and evaluate different material and finish options. With this method, "skinning" the building is achieved by manipulating the unit type model and propagating geometry and material changes throughout the model.

Groups are used for the interior of each unit type model to assure floor-to-floor consistency and modeling efficiency.

Revit is very entrepreneurial, and even within the same company, there are often as many modeling strategies as there are modelers. Methods also vary depending on the type of project. My goal is always to improve both the process and the product. The knowledge gained will be applied to subsequent projects, regardless of type.