Project Management
How do you effectively manage a BIM project? A large component is managing change. Another is developing new management strategies. There are some relevant analogies to Software Development processes.http://en.wikipedia.org/wiki/Software_development_process A related discussion on LinkedIn: When using BIM as a tool to compose an architectural project, I have found that *a whole new way of thinking* must be employed. Often times, senior architects and managers have a difficult time wrapping their minds around this ‘process-change’ for lack of a better term, and routinely (incorrectly) blame it on the software. It is a process-change, not just a fancier drafting software that they can drop down to draft-monkey and remain uninvolved with; the users of the program have to be informed and experienced. Christopher K. Corbett Architecture & Planning Professional Jamie Spartz Virtual Construction Manager at CD Smith Construction Typically when starting out they're still thinking about everything in a 2D view. They make their changes in a 2D view and don't bother to look at the 3D views often. You must train them to use 3D views, section boxes, and cameras constantly. Anything they put in 2D they should check in 3D, only then do they get a grasp on how much they are not thinking about when working with a 2D mindset. Michael Vincent BIM/CAD Technology Manager at SSOE, Inc. Keep repeating the need to rethink project workflow in whatever manner you can. It’s not until senior staff actually participate in a BIM project does the light bulb come on that there is a need to rethink the workflow. Kell Pollard, Assoc. AIA Designer / BIM Manager at Bender Associates Architects I've experimented with flow charts, mind maps, schedules that follow the E202 LOD system and sometimes just plain old yelling (which does not work as well as you feel like it ought to.) I keep telling people to think about the model creation as if it was a building going up in real life. Some architects get this (if they are already in tune with construction thinking.) Some just don't get it and make the mistake of thinking that visualizing the building in 3D is the same thing. To help alleviate the frustration, I've looked at other analogous types of production and tried to apply those ideas to the architectural production process. Lean Production / Construction mentality translates pretty well. As does Agile production. The latter gave me the idea of using time-boxes to manage production on two week periods of time. It's a little like "Look Ahead". You decide what everyone is going to need to keep working in two weeks and focus on those tasks. There's a lot of sites dedicated to Agile software development and some focusing on Agile Database development (which is more like a BIM really.) Jamie Spartz Virtual Construction Manager at CD Smith Construction If you can incorporate virtual construction ideas into a design workflow, more power to you, but I see much resistance to it. I just supply the A/Es with a guideline for what's expected in the model, not to be included in the model, and best practices for modeling rather than try to get them to conform to a LOD plan. I leave that up to them since I don't want to step on any toes, but that will change over time the more IPD gets into practice (real IPD, not we'll work together but we all do our own thing still). I would rather some things be split up front for better sequencing, and others like slabs not (since the contractor it is bid to organizes the pour sequence, we would have to reverse the effect and then do it again). Kell Pollard, Assoc. AIA Designer / BIM Manager at Bender Associates Architects Jamie: Van Woods CADD/BIM Manager at US Army Corps of Engineers Kell, I think you've hit on a couple of key points. Having spent much time in the software development world I am really glad you brought up the idea of Agile development. There are a lot of lessons from the software development process world that I think have a lot of relevance. There is some good overview material athttp://en.wikipedia.org/wiki/Software_development_process. Things like incremental complexity, end user focused modeling, and "modeling disease" all interchangeable ideas. There is a Non-linear thinking process which appears to accompany successful management of a BIM Project. What have been your best practices in communicating these ideas of new thinking?
What I have identified, is that working with BIM or Revit requires Non-linear thinking, which goes against the traditional methods many managers are comfortable with. Do they often think that users of the program have “gone too far” with the design? Do they not understand that simple changes or tweaks can have big impacts if they are implemented with haste or not thought through? The simple fact that most if not every piece of information is interconnected, is occasionally overwhelming for these seasoned individuals, and they are finding that they have to build consensus, share information more, talk about ‘the way’ they plan to work, set overall goals in every step, delegate authority, trust their project teams to make better decisions about how to implement change, and even forecast their expectations early.
What have been your best practices in communicating these ideas of new thinking to the senior architects, managers, and decision-makers in your firm? Do you have other useful advice and tips on helping your firm, especially teaching or encouraging the old-dogs who have to learn new tricks?Comments (6)
The other hurdles are communication (which has to be learned over time) and the process. They're used to going from Program, to Concept, to SDs, to DDs, CDs, Bid, and Addendums, CBs, and CA work. Phases need to be lumped together and the method depends on the workplace. But, you can use a program and generate the spaces to get a concept (to some concept means a model and others sketches), then the real modeling starts and SD through DD can get captured into creating the basic model, then detail the model out (casework, stalls, coping, specialty items, etc.), then annotation and details before the bid process in the typically design-bid-build scenario.
There's also the mentality of one person works on sections, another works on elevations, etc. This has to change to someone doing the basic modeling, others doing the more intricate parts of the model, or exterior shell and core and interior partitions. So, the tasks need to change to what objects rather than what views someone is working on.
Addendums and CBs are a definite hurdle, because many companies like to type a lot of the changes out. Any changes that affect the building physically should be made in the model and the updated model given to the GC or CM along with a list of what changed, not just the text.
Also, have them use mind mapping software. It will help them think dynamically about tasks, roles, communication, etc, rather than linearly. This is actually a great precursor for them.
Something else to help the re-thinking process is the use of electronic document mark-up programs with 3D viewing capability. Giving senior staff such a tool to view the model in 3D and 2D views without worrying about terrorizing the original model helps the light bulb come on quicker. Having the mark-up capability is a plus as they don’t have to wait on paper prints.
Right now, I'm trying to adapt the idea of Gantt charts to the BIM production process. I find that when you talk about process changes with exec. personnel it goes smoother if you have a system worked out already. You can say, "I know you want to show the casework with flush panels in the drawings but, we are just trying to size the work spaces so the electrical engineer can locate light fixtures and outlets in that room. We don't detail those until next month." They may also enjoy knowing that you only need to make a change to one family at that time and ALL the drawings will reflect the refinements. I have been developing very elaborate mind maps for this sort of interaction but it's too much for execs to process.
The AEC industry is very reluctant to change it's processes. As long as BIM is just a new toy, they will embrace it but if it requires them to do major re-thinking there is going to be some friction. I memorized the word Metathesiophobic (fear of change) to use on a daily basis at my last firm. Emphasizing virtual construction over drawing production will make BIM production easier for many. Good luck.
I had the same struggle, coming from the architectural side, they did not understand or want to understand that they were spending too much time detailing something the contractor did not need detailed and not spending time on items the contractor wished were in the model. Or they got hung up on the looks (the 2D output), rather than filling in the remaining missing parts and pieces in the model that never gets seen in 2D. I was even told by the execs not to say the word "change" anymore because it startles people. So we feel your pain. It's not an easy task.
The 2D-3D hybrid today will be gone eventually. It will become strictly 3D. Electronic site layout will be common, and clicking on spaces will reveal the dimensions. So, people need to start treating BIM as the source rather than the creator/generator of 2D output. I've have to throw away too many A/E models because they were created just for documentation.
I always seem to get myself into trouble when I say that about virtual construction. Actually, I'm usually trying to get them to build the model with the same thought that would go into building the building. Architects are not specialists in construction so, it would be largely a waste of time to get them working that hard without considerable input from the constructor. At that point the constructor may as well be doing the modeling him/herself. What I'm trying to get A/E to think about is starting with the basic site data (topos, true elevations and true north) then layout spaces (programs, ratings, egress requirements,) apply walls and roofs, place doors and windows, add casework, ceilings, finishes... basically work from the general to specific. LOD seems to help keep the more zealous modelers from overdoing things too early and align non-production team members expectations with the work flow. The 2D output is still how most architects want to see the building. I find that very odd. I'm trying to NOT print drawings unless I have to these days. I have been taking the model on a laptop to meet consultants and owners working on it live. On a particularly nasty renovation near our office, I even invited the superintendent up to sit down at the computer with me so he could see what the design was doing where he couldn't visualize it. Very effective.
I also have a BIM execution plan for the AE team that details who models what and what doesn't need to be modeled and other guidelines. I haven't had the pleasure of being part of a team with a constructor on board yet though (geographical handicap.) The idea of throwing out a model just turns my stomach when considering the man-hours that went into building it. I'd love to trade "guidelines" with you sometime and get a sense of what you face when confronted with one of "our" models.
Regarding fear of change, I think some simple takeaways that seem to resonate with users is "by the third time you won't do it any other way" seems to help, ie yes it is different and difficult but just survive it a couple of times and you'll see the benefit seems to provide some hope and break down resistance. Also the term "modeling disease" seems to stick to reinforce the idea of don't model it if it doesn't serve a downstream purpose. While these are certainly rose colored, I've also resorted to many yelling matches or "healthy debates" if you will :)
One of the unresolved struggles I've dealt with is purely from a management standpoint of how to get more effective management strategies in place to give a way to more effectively track progress than the old rules of thumb like "40 hours per sheet" type of mentality which seem to cause unnecessary stress to the process when in fact progress is being made. I've tried (but still need to work on) ideas like measuring progress on Part Definition, Modeling, Drawing Generation, and Drawing Annotation separately.
I would be very interested in trading information with you regarding the mind maps and the BIM execution plans. Could you email me some information or post something to http://bimwiki.com?
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