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

1. Advancing Pre-Construction Owner, Designer, and
Contractor Deliberations with Autodesk®
Applications
James McKenzie
Project Manager-Stanford University & Principal, BIM-Centric Consulting
Scott Johnson (assistant)
Autodesk AEC Sales

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. 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. Part One-Pre-Design Phase & The Owner’s World

5. Typical Facilities Lifecycle
Pre-Design
Phase
Disposal Design
Operations Construction

6. Facility Lifecycle-Expanded View
Pre-Design Phase
Strategic Concept Project Plan Maintenance
Programming Budgeting Program Design Construction Alteration Evaluation Disposal
Planning Repair
Autodesk BIM Tool Usage Opportunity

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. Pre-Design Phase and Early Decision Making

9. Bring Deep Knowledge In Early
Specialty
Consultants
FM & Ops
Vendors
Personnel
Early
Specialty Regulatory
Contractors Project Agencies/Utilities
Knowledge

10. Planning and Execution
Poorly Properly
Planned/Properly Planned/Properly
Executed Executed
Project
Outcome
Poorly Properly
Planned/Poorly Planned/Poorly
Executed Executed

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. 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. 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. 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. Programming- Where Business Communicates
Design
 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. UCSF Neurosciences Building Concept Model
Bi-directional
Excel Building Program Data Revit Concept Model with
Program Data

17. The Owner’s World
 Increase Revenue
 Reduce Cost
 ROI
 Dynamic
 Complex
 Competitive

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. The Owner’s World-Life Cycle Costs
Typical 20-Year Life of a Building
Payroll
Initial Cost
Operational Costs

20. Sustainable (Green) Design is Good for Business
 Improves workplace
Productivity
 Reduced energy demands
 Increased property value
 Increased revenue

21. Get Into Your Client’s World

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. 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. 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. 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. Pre-Design Data Management Considerations
 Enormous and complex
 Sometimes conflicting
 Process needed to navigate
the data
 Data standards
 Integrated management
needed

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. 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. Pt. 2-The Autodesk BIM Applications Environment

30. Autodesk BIM Tools Takes Collaboration to a
Depth 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. Autodesk BIM Tools Importance to Owners
Revit Architecture Model Revit Architecture Model
3DMax Design AutoCAD MEP & NavisWorks

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. Use Autodesk BIM Tools at Critical Project
Validation Points
 Needs analysis
 Program analysis
 Concept prototype
 Cost model

34. Look for the Critical Building System
Intersections

35. Multi-Application Management
 License management
 Deployment
 Training
 IT requirements
 On boarding of new personnel

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. Autodesk BIM Solutions: Interoperability
 IFC compliance
 Within Platforms
 Revit based
 AutoCAD based
 Data import & export
 Management
considerations

38. Autodesk BIM Solution Workflows
 Analysis
 Visualization
 Digital Fabrication
 Design Prototype
 Design
 Construction
 Operations
 3rd Party Applications

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. Conclusion: Owners: “Catalysts to Industry
Transformation”
 Bring together industry tribal
leaders
 Bring focus resulting in business
value
 Allow innovation
 Will need “conviction” and
“information”

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. Conclusion: Keep the End in Sight

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. What Can We Learn From Thanksgiving Dinner ?

45. THANK YOU

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