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FOCUS
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AGC BIMForum
BIM as the Evolving Standard of Care
Driving process transformation for designers, contractors, and owners
E. Davis Chauviere, AIA, LEED AP
Principal and CIO
HKS, Inc.
October 8, 2009
Go
BIMtogether
and Integrated
like a horse
Project
andDelivery
carriage?
But all the kids are doing it!
What I need are facts, Watson!
Are you talking to me?
Be careful what you wish for
BIM and Integrated Project Delivery
But all the kidswisdom
are doing it!
Conventional
What I need are facts, Watson!
Are you talking to me?
Be careful what you wish for
BIM and Integrated Project Delivery
Conventional Wisdom
What I need the
are nature
facts, Watson!
Considering
of the problem
Are you talking to me?
Be careful what you wish for
BIM and Integrated Project Delivery
Conventional Wisdom
Considering the nature of the problem
Are youexpands
talking to
me? just architects
Design
beyond
Be careful what you wish for
BIM and Integrated Project Delivery
Conventional Wisdom
Considering the nature of the problem
Design expands beyond just architects
Be careful
you we
wishreally
forwant?
What
is thewhat
process
Without a clear understanding
of the differences between
BIM and IPD, artifacts of the
technology can be attributed
to the business process,
or process flaws can be
attributed to the technology.
Has the speaker ever personally used
BIM software to produce real work on
a real project with a real schedule for
real money with a real client?
Hearsay evidence is inadmissible
in a court of law
We have found out that
just dont ask me personally.
Our experience has been that
not including mine of course.
A survey of
because I would not have a clue.
All agree that
well not quite all.
Effort/Effect
PD
CURT WP-1202
SD
DD
CD
Ability to impact cost and functional capabilities
Cost of design changes
Traditional design process
Preferred design process
PR
CA
OP
PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation
Effort/Effect
PD
CURT WP-1202
SD
DD
CD
Ability to impact cost and functional capabilities
Cost of design changes
Traditional design process
Preferred design process
PR
CA
OP
PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation
Effort/Effect
PD
CURT WP-1202
SD
DD
CD
Ability to impact cost and functional capabilities
Cost of design changes
Traditional design process
Preferred design process
PR
CA
OP
PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation
Effort/Effect
PD
CURT WP-1202
SD
DD
CD
Ability to impact cost and functional capabilities
Cost of design changes
Traditional design process
Preferred design process
PR
CA
OP
PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation
Effort/Effect
PD
CURT WP-1202
SD
SD
DD
DD
CD
CD
Ability to impact cost and functional capabilities
Cost of design changes
Traditional design process
Preferred design process
PR
CA
OP
PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation
Effort/Effect
PD
CURT WP-1202
SD
DD
CD
Ability to impact cost and functional capabilities
Cost of design changes
Traditional design process
Preferred design process
PR
CA
OP
PD: Pre-design
SD: Schematic Design
DD: Design Development
CD: Construction Documentation
PR: Procurement
CA: Construction Administration
OP: Operation
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Integrated Project Delivery: A Guide
AIA National | AIA California Council
You cannot change the essential
nature of a creative process that
involves sequential discovery and
problem solving by changing the
names of phases.
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Integrated Project Delivery: A Guide
AIA National | AIA California Council
3D modeling is an industry norm
during design, not an addition.
BIM is inherently more efficient
during design if the alternative is
parallel 2D and 3D documentation.
Nature abhors a vacuum
designers abhor unspent hours.
Gains seen during construction
documentation are a consequence
of the technology, not a result of
the theoretical process.
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Integrated Project Delivery: A Guide
AIA National | AIA California Council
Yes, there is more design in any variant
of Integrated Project Delivery
but that increased design effort is borne
almost exclusively by consultants,
contractors, subcontractors, and
fabricators who must now evaluate
multiple solutions over the course of
the design process.
If all we are doing is changing names of milestones and
adjusting architectural compensation accordingly, this is
not a terribly useful or productive exercise.
If we change the design process itself and overlay that
with the input of the Design Consultants, Constructors,
and Trade Constructors, then that gets interesting.
Design is hard
Good design is really hard
Good designers make it look easy
it is not
Good design takes time
Inevitably good design involves
more design effort
Design is a complex process
Good solutions consider all factors
Considering all factors implies
collaborative design
Collaboration increases complexity
Complexity increases time
Time equates to money
Good design costs more money
Early decisions are cheap to make
but you get what you pay for.
The earlier a decision is made, the better
the chance is it will be a bad one.
Good decisions consider all factors
All factors are not and cannot be known
early in the design process
Knowledge of the design problems
unfolds during the design process
It is irresponsible to make decisions
prior to when they should be made
No other part of the conceptual
work is so difficult as establishing
the detailed technical
requirements No other part of
the works so cripples the resulting
system if done wrong.
Therefore the most important
function that software builders do
for their clients is the iterative
extraction and refinement of the
product requirements.
The Mythical Man-Month
Fred Brooks
It is really impossible for
clientsto specify completely,
precisely and correctly the exact
requirements of a modern
software product before having
built and tried some version of
the software they are specifying.
The Mythical Man-Month
Fred Brooks
If theres one thing every
junior consultant needs to
have injected into their head
with a heavy-duty 2500 RPM
DeWalt drill, its this:
Joel on Software
Joel Spolksy
Customers dont know what
they want.
Stop expecting customers to
know what they want.
Its just never going to happen.
Get over it.
Joel on Software
Joel Spolksy
Well, youve given us almost
exactly what we discussed.
But now that weve see it, we
realize its not what we really
want. We really need you to
do something different.
How about?
Serious Play
Michael Schrage
Product Development for the Lean Enterprise
Michael N. Kennedy
Number of Iterations
1
Time
1
Alternatives in conventional point-based design
Product Development for the Lean Enterprise
Michael N. Kennedy
Iterate if necessary
(Probably)
Few Concepts
Select
Product Development for the Lean Enterprise
Michael N. Kennedy
Detail
ValueTest
Engineer
Build
Set-based
launch
Conventional
launch
Resources
Engineers not
available for
innovation
Time
1
Conventional design
Product Development for the Lean Enterprise
Michael N. Kennedy
Decisions
Crunch
Concept
RFIs
Compromise
Integration
Lawsuit
Design
Program
Schematic
Design
Design
Development
Construction
Documents
Building
Construction
Design
Program
Schematic
Design
Design
Development
Construction
Documents
Building
Construction
In the future, will we be able to afford a
process that consciously isolates design
from construction (documentation)?
The problem is not that you do
not know the answers early on
the reality is that you cannot
know the questions.
The biggest opportunities
and the biggest profits
dont come from playing the
game differently.
They come from
changing the game itself.
If youre playing the wrong
game, you need to change it.
Co-opetition
Adam M. Brandenburger & Barry J. Nalebuff
Old
New?
Old
New
Decisions
Crunch
Concept
Compromise
Concept
Integration
Decisions
Iterations
White Paper, ArchiCAD 12
David Marlatt, President US Graphisoft
Construction
Documents
Design
Program
Design
Development
Schematic
Design
Building
Construction
If a typical American company is able
to transform itself to Toyota level
performance
4x increase in development productivity
2-3x decrease in development cycle time
2-3x decrease in development cost
2-10 increase in innovation
2-5x decrease in development risk
Product Development for the Lean Enterprise
Michael N. Kennedy
Iterate if necessary
(Probably)
Few Concepts
Select
Product Development for the Lean Enterprise
Michael N. Kennedy
Detail
ValueTest
Engineer
Build
Many
Concepts each
Subsystem
Evaluate against each other
Eliminate the weak and add knowledge
Combine in different ways
Select and
and build
test
Select
Set-based
launch
Conventional
launch
Resources
Engineers not
available for
innovation
Time
1
2
Conventional design
Set-based design
Product Development for the Lean Enterprise
Michael N. Kennedy
Number of Iterations
Time
1
2
3
Alternatives in conventional point-based design
Alternatives in set-based point-based design
Cost of examining an alternative
Product Development for the Lean Enterprise
Michael N. Kennedy
Moreover, by tying the decision process to the
schedule, alternatives that require information can
proceed on parallel paths until the appropriate
last responsible moment.
Integrated Project Delivery: A Guide
AIA National | AIA California Council
There is more work at the front end, but mostly from
the consultants, contractors, and subcontractors
The emphasis should not be on early decisions, but
well informed decisions based on all the facts
The critical corollary is that part of what has been done
during the design phases must be pushed into the
construction document phase.
That flattens the curve, allows for decisions to be made at
the appropriate time, and blurs the distinction between
the conventional design/production phases
Concept
Integration
Decisions
Parallel
Iterations
Iterations
Collaborative iterative process of discovery
Parallel exploration of alternatives
Decisions at the last responsible moment
Design continued throughout the process
Flexibility elasticity
In a time of drastic
change it is the learners
who inherit the future.
Eric Hoffer
The learned usually find
themselves equipped to
live in a world that no
longer exists.
