Successful BIM Implementation

Successful BIM Implementation
Transitioning from 2D CAD to 3D BIM

Presented by John Stebbins, Assoc. AIA, Digital Vision Automation
Successful BIM
Implementation
Transitioning
from 2D CAD to
3D Building Information Modeling
by John Stebbins, Assoc. AIA

Founder and CEO,
Digital Vision, Irvine, CA
John Stebbins’ Experience

 Founded Digital Vision in 1988
 19 years with model-based CAD/BIM
solutions
 Assisted 600 + firms in So. CA & AZ
transition to model-based CAD/BIM
Core Concepts
 What is BIM
 BIM in not software, but a process.
 BIM is a Business decision
 Transitioning is a Management decision
 Q: What is the only thing ever wrong with a business?
 A: Who is running it.
1
Big BIM, Little BIM

 Big BIM:
 All the scary things you hear about at all the conferences and trade
journals
 Little BIM:
 For more coordinated, accurate and faster CD’s
 Recommendations:
 Go for Little BIM right now to produce faster/accurate CD’s
 Then, transition to model coordination/collision detection
 Big BIM will follow in due course
Who Leads the Change?

 Techies are not the right people, nor are the CAD Managers
 Someone has to see the vision, who also understands “the business”
of architecture, a pragmatist
 This “change champion” is the catalyst whose passion, hard work
and expertise enables the rest of the team to succeed
Pragmatic Adapters
Requires a Deciding Vote
Champion
Keys to Success
 Commitment
 You won’t get there if you’re just playing around
 Planning
 You can’t get there if you don’t know where to go
 Invest sufficient resources
 Half the effort gets almost none of the results
 Get buy-in from all levels
 Don’t let a nay-sayer get the final say
 Get enough help
 Ask for directions – from experts
2
Transitioning Roadmap
 Commitment from principals is essential
 Choose a “Change Champion”
 Develop an Implementation Plan
 Select a Pilot Project and initial team
 Hire a BIM consultant (Embedded Expert)
 Setup initial Formal Training
 Change vocabulary, change perception
 Evaluate Implementation Plan
 Create a BIM Manual
 Repeat above process on remaining project teams
 Start all new projects using the BIM process
 Develop ongoing training program to your sharpen skills
Transitioning Steps
 Be a Change Leader
 Innovate and lead by thoughtful implementation of the BIM
process
 Transitioning to BIM is an upper-level business and
management decision
 Invest time, money and develop a process change
 Make the move to BIM in a logical and scalable way
 Establish momentum to minimize back-sliding
 When things get tough, remember…
 “When you’re going through hell, keep on going”
Winston Churchill
Transitioning Steps
 Develop an
Implementation Plan
 Evaluate your staff’s skills
and knowledge
 Set measurable milestones
 Transitioning the first project
team
 Transitioning the rest of the
office
3
Transitioning Steps
 Select one or two Pilot Projects

 Not too big, not too small
 Something typical for your firm
 Pick a project that will benefit from 3D
 Ideally: parallel pilot projects to evaluate multiple
vendors & do benchmarks and comparisons
Transitioning Steps
 Running a Pilot Project

 Carry the BIM process to the end of Construction
Documents, not just initial design
 Take advantage of Project Assistance (Embedded
Experts) from Value Added Resellers (VARs)
 Experiment and play to Learn what works
 Evaluate!
Transitioning Steps
 Change Vocabulary, Change Perception

 Draftsman to Designers or Annotators
 CAD Operator to Designer/Architect
 CAD Manager to BIM Manager
 CAD File to BIM Project File
 Production Staff to Project Team
 Seat to license
 Station to Virtual Office
 CAD to BIM or Virtual Building
4
Transitioning Steps
 GOOD Training is Essential
 Self-study is possible but risky
 Establish a realistic budget and timetable for training
 This investment is not something to shortchange
 Previous 2D CAD skills are useful, 3D is better
 Train from the known to the unknown---cross training
 Encourage and reward staff for positive advancements
 Attend user groups in your area start in-house
groups/Transition Clubs
Transitioning Steps
 Ongoing Training to maintain momentum
 User Groups or Lunch and Learns
 New BIM user training process
 Workbooks and mentoring
 On-line training
 LearnVirtual (learnvirtual.com)
 Training from your local BIM VAR
How Much Training is Enough?
 BIM Training Classes & Support

 Three or four days of general training
 Two days to get started
 One or two more once those are digested
 General skills, can be tailored to firm/discipline
 Apply it immediately to a project
 Regular follow-up sessions during
first project(s)
 On-site, by phone or web-based
 Evaluation by management and
outside consultants
5
Consider an “Embedded Expert”
 Contract with a BIM expert

consultant
 Ask your BIM vendor/VAR if they can embed an
expert in your firm
 Do some general training, then start on a project
 Embedded Expert works in your office 1-2 days per
week Assistance on real projects
 The project pays for the training-pass through costs
Adapting Office Standards

 Reuse what makes sense
 Integrate graphic symbols, conventions, title blocks
 Line weight systems can usually be carried over
 CAD layers need to be only slightly reworked
 Create startup file templates
 Filing systems will be more efficient
 One/few BIM file(s) vs. many separate 2D drawings
 System needs to be created and maintained

 Develop key components as “kits of parts”
 Legends and schedules
 Some changes are inevitable
 Avoid trying too hard to mimic the old style
 Allow the CD’s to improve with new options such as
isometrics or 3D cutaways and shaded elevations.
6

 Use transitioning as an opportunity to get
organized and clean house
 Take this time to re-invent your firm
Transitioning Steps
 Create a BIM Manual

 Document BIM procedures like you would a CAD Manual
 Create a Template (start-up document) to formalize/embed
office standards and encourage efficiency
 Use the Manual and Template as the basis for training all
new employees
Can You Do BIM Part-way?
 To get the most benefit from BIM: NO

 As a transition/resource management/
deadline strategy: YES
 You can “Cut and Run” to 2-D DWG:
 The best time is after Design Development (save
plans sections and elevations as DWG and import)
 Detail drawings can be done in traditional ways.
 Use only as a stop-gap measure and safety net
7
Evaluating the Pilot

 What were the results of your BIM experience?
 Did you get the software to do what you wanted?
 Did the software get in your way?
 Did you get the help you needed?
 Did you meet your deadlines?
 Did your work process change?
 Did the process make you more efficient?
 Were there some unexpected benefits?
 Evaluate as you go along
 Plan what to do differently next time
The Medium-sized Firm

 Start with one team, don’t jump in firm-wide
 Two to five people per team is ideal, more can be added later
 Each team works on one project, and commits to finishing it in BIM
 Pick high quality people with positive attitudes and complementary
skills
 Pick initial projects that are typical for the firm, with
moderate timelines
 Aim to achieve specific BIM objectives
 Pick one or two of the following additional tasks:
 Client presentations: renderings and animation
 Conflict detection/model coordination with consultants-NavisWorks
 Quantity/costing and value-engineering with the GC
 … rather than trying for all possible BIM benefits right away

 Insulate the Project Team – Skunkworks
 Shield them from too much scrutiny
 Develop a strong team bond
 Give incentives for the extra effort and
extra hours to learn the new skills
 Certify and reward for competence
 Testing by VAR or in-house
 Develop an in-house Transition Club or
User Group
8

 Focus on one market area
and make it work
 Hospitality
 Science labs & health care
 Multi-family residential, etc.
 … before deploying in other areas
 Don’t spread your resources too thin
 Otherwise you may need to “cut and run” from BIM to 2D
CAD
Can the Principals do BIM?

 In the smaller office, they usually do
 Beware of the “brain drain”-investing too much knowledge
in one person that could leave…leaving you high and dry
 In larger, more hierarchical firms, there are
different ways to participate
 Evaluating and walking through the model, cutting
interactive sections
 Redlining the BIM project
 Working with simple massing tools to design
 Concepts created in SketchUp can be imported
 Sometimes they can’t resist, and jump in
BIM on Large Projects

 Software choice can be critical
 Flexibility in organization (software and staffing) is
necessary
 Multiple model and documentation files may need to
be maintained and linked together
 New roles: Model Manager, Documentation Manager
 Level of detail needs to be managed throughout the
process
 Different phases need different levels (site planning, 3-D detailing)
 Object components (e.g. windows, stairs, trees) may need to be
scale sensitive or distance sensitive
 Polygons count – set the resolution appropriately, model wisely
9
BIM on Large Projects

 Collaboration tools need to allow team size to
vary throughout the workflow
 DWG and IFC interchange with consultants
 BIM on huge projects IS possible with the right
tools and approaches
What to Expect
 Excitement about BIM

 Working through design concepts in 3D
 Information can be extracted in the form of schedules and
lists
 Collision detection
 Always up-to-date Elevations and Sections
 Renderings, Perspectives and Animations ready when you
are
What to Expect
 Resistance to Change
 Office politics
 Nay-sayers and negative people
 Knowledge “gate keepers” and the IT “priesthood”
 Re-train the office for the BIM process change
 Will Senior staff get pushed out of the design
process?
 Can we meet our deadlines?
10
What to Expect
 New Roles and Responsibilities

 Junior staff will learn more about building technology earlier
in their career through mentoring
 Senior staff needs to guide junior staff on when and how to
model building elements
 Renderings and animations will become quick, accurate
and effective communication tools
 Project Managers will adjust their perception of how long it
will take to complete certain tasks
 A thoughtful DD set will greatly inform a CD set
 Send the BIM model out to a 3D printer/rapid prototyping
What to Expect
 New Billable Services

 Resell the model data for PR animation or
marketing
 Model coordination and collision detection
 Facilities management
What to Expect
 Pressures from all sides

 Software Vendors
 Owners (GSA)
 Environment (LEED, CA regulations, AIA
Challenge 2030)
 Competition
 Consultants
 General Contractors and Construction Managers
11
What to Expect
 Integrated Practice - ultimate extension of BIM
 The work process evolves as information is shared rather than
isolated – new possibilities emerge
 Model coordination/clash detection with minimal delays as
design iterations are sent back and forth to engineers,
mechanical and other consultants-take on this roll or others
will
 Estimating and construction scheduling can be worked and
revised concurrently with the BIM model-work with your
builder
 Ultimately better design and better value, on time and on
budget, with less change orders.
What to Expect
 What will this change?…
 “BIM changes everything.” Michael Hricak, FAIA, past president
AIA CC
Where to Go From Here
 Evaluate your software alternatives

 Interview VARs to see how well they will be able to
help you transition to BIM
 Choose a pilot project and a project team
 Budget for software and training and make a
commitment
 Test the software at all phases (SD though CD)
 Encourage new leadership roles
 Produce a BIM Manual
 Enjoy the process!
12
Case Study-Irwin Pancake Architects,

Costa Mesa, CA
 Senior housing market focus
 15 to 45 people in 1 1/2 years, while transitioning to BIM
 100% commitment of principals
 Digital Vision southern CA champion users
 They are now ‘All BIM all of the time”
irwin-pancake.com

Costa Mesa, CA

Costa Mesa, CA
13

Costa Mesa, CA

Costa Mesa, CA
Irwin-Pancake Change Champion: Chuck Good-Man, AIA

Costa Mesa, CA
14

Costa Mesa, CA

Costa Mesa, CA

Costa Mesa, CA
15

Costa Mesa, CA
Irwin Pancake sponsors

regular User Groups and
Lunch & Learns

Costa Mesa, CA
 Three to four days to

get initial pilot project
team up and running
 Once momentum is
established, each
successive project
team requires less
and less formal
training
Beginning Formal Training

Costa Mesa, CA
 How long does it take for new users to become proficient?
 Answer: 3-4 days…

after having completed the assignment of working thorough the ArchiCAD 11 Step-by-
Step workbook and CD for 2 days and 1-2 days of getting started mentoring.
According to Chuck Good-Man, AIA, Director of Architecture, Irwin-Pancake Architects
Assumptions:
1. The trainee has little or no computer phobia;
2. The trainee has some previous 2D CAD experience (and most have);
3. The trainee works exclusively in ArchiCAD;
4. The trainee sits relatively close to a proficient ArchiCAD user to ask questions;
5. The trainee is not cynical and does not fight the "system" (I-P weeds these people
out during the interview).
irwin-pancake.com
16
digitalvis.com
714-612-4547
17

Successful BIM Implementation

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Successful BIM Implementation

Transitioning from 2D CAD to 3D BIM

by John Stebbins, Assoc. AIA

John Stebbins’ Experience

Big BIM, Little BIM

Who Leads the Change?

 Select one or two Pilot Projects

 Running a Pilot Project

 Change Vocabulary, Change Perception

How Much Training is Enough?

 BIM Training Classes & Support

Consider an “Embedded Expert”

 Contract with a BIM expert

Adapting Office Standards

Adapting Office Standards

Adapting Office Standards

 Create a BIM Manual

Can You Do BIM Part-way?

 To get the most benefit from BIM: NO

Evaluating the Pilot

The Medium-sized Firm

The Medium-sized Firm

The Medium-sized Firm

Can the Principals do BIM?

BIM on Large Projects

BIM on Large Projects

 Excitement about BIM

 New Roles and Responsibilities

 New Billable Services

 Pressures from all sides

Where to Go From Here

 Evaluate your software alternatives

Case Study-Irwin Pancake Architects,

Case Study-Irwin Pancake Architects,

Case Study-Irwin Pancake Architects,

Case Study-Irwin Pancake Architects,

Case Study-Irwin Pancake Architects,

Irwin-Pancake Change Champion: Chuck Good-Man, AIA

Case Study-Irwin Pancake Architects,

Case Study-Irwin Pancake Architects,

Case Study-Irwin Pancake Architects,

Case Study-Irwin Pancake Architects,

Case Study-Irwin Pancake Architects,

Irwin Pancake sponsors

Case Study-Irwin Pancake Architects,

 Three to four days to

Beginning Formal Training

Case Study-Irwin Pancake Architects,

 How long does it take for new users to become proficient?

 Answer: 3-4 days…

According to Chuck Good-Man, AIA, Director of Architecture, Irwin-Pancake Architects

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