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AUGIWORLD

Project, Software, and Staff Management

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Letter from the Editor

Ican’t believe we are in the month of August already!

August is here and we survived hurricane Beryl in Houston in July. Wasn’t easy, but we are here.

This month’s focus is on Management. I have been in management for several years, and I gotta tell ya, I’m not sure why I have stayed for so long! Management is a crucial part of several sectors in the engineering and design world. From CAD management to BIM management, it’s the oil that keeps the machine running smoothly.

There are two aspects of management: management of people and management of activities and functions of an organization. A lot of people refer to management as the art of getting things done. Just like this job of managing this magazine. It is challenging sometimes because all of us that are involved are spread out across the globe.

I hope you enjoy this month’s issue. And don’t forget, if you want to contribute to this magazine, reach out to me at todd.rogers@augi.com.

AUGIWORLD

www.augi.com

Editors

Editor-in-Chief

Todd Rogers - todd.rogers@augi.com

Copy Editor

Isabella Andresen - isabella.andresen@augi.com

Layout Editor

Tim Varnau - tim.varnau@augi.com

Content Managers

3ds Max - Brian Chapman

AutoCAD

Civil 3D - Shawn Herring

BIM/CIM - Stephen Walz

BricsCAD - Craig Swearingen

Electrical - Mark Behrens

Manufacturing - Kristina Youngblut

Revit Architecture - Jonathan Massaro

Revit MEP - Jason Peckovitch

Tech Manager - Mark Kiker

Inside Track - Rina Sahay

Advertising / Reprint Sales

Kevin Merritt - salesmanager@augi.com

AUGI Executive Team

President

Eric DeLeon

Vice-President

Frank Mayfield

Treasurer

Todd Rogers

Secretary

Kristina Youngblut

AUGI Board of Directors

Eric DeLeon

KaDe King

Chris Lindner

Frank Mayfield

Todd Rogers

Scott Wilcox

Kristina Youngblut

AUGI Advisory Board of Directors

Shaan Hurley Shelby Smith

Publication Information

AUGIWORLD magazine is a benefit of specific AUGI membership plans. Direct magazine subscriptions are not available. Please visit www.augi.com/account/register to join or upgrade your membership to receive AUGIWORLD magazine in print. To manage your AUGI membership and address, please visit www.augi. com/account. For all other magazine inquires please contact augiworld@augi.com

Published by:

AUGIWORLD is published by AUGI, Inc. AUGI makes no warranty for the use of its products and assumes no responsibility for any errors which may appear in this publication nor does it make a commitment to update the information contained herein.

AUGIWORLD is Copyright ©2024 AUGI. No information in this magazine may be reproduced without expressed written permission from AUGI.

All registered trademarks and trademarks included in this magazine are held by their respective companies. Every attempt was made to include all trademarks and registered trademarks where indicated by their companies.

AUGIWORLD (San Francisco, Calif.) ISSN 2163-7547

Constructive Correctives

About this time last year, I wrote about receiving criticism and how you can use it to strengthen your management efforts. I now turn to when you need to give correctives to others. Everyone needs to be corrected from time to time. Whether it is a “misinformed” choice they have made, or a statement they made that was a little too blunt, or maybe they are just not aware of a better way of doing something. Any way you look at it we give or get correctives all the time. In order for others to take a corrective as being constructive, we need to know how to deliver them.

WHEN AND HOW TO GIVE A CORRECTIVE

The best time and way to give a corrective is when it will be used constructively by the person who receives it. This is not an easy thing to determine. It is like trying to teach a teenager about proper manners. Depending on the venue and the timing, sometimes they get offended or couldn’t care less, other times, they may actually listen. So, the timing and wording of your corrective may change depending on the need and the situation.

Correctives need to be given when someone has deviated from the plan or norm of the situation or when they have not fully understood the process or goal to achieve. You don’t want to walk around

correcting everyone on anything you think might not be perfect. Keep it focused on the correctives that are needed. The ones that will prevent troubles or improve productivity. Ask yourself why you are offering a corrective. Is the corrective going to improve things or is it just someone doing things another way that you think is not optimal or the way you expected? Is it just annoying you or are others also concerned or impacted? Is it wrong, or just different? If it does not fall into the “needed” column, then don’t think of it as a corrective, but rather an opportunity for more training. Training can happen later. Let’s assume that you have defined this event as needing a corrective. And that this is NOT a personnel issue that involves the persons character, personality and demeanor. Their boss needs to handle those. I am focused on process, procedure or correctives on standards that usually include people that do not report to you.

WHERE TO GIVE A CORRECTIVE

Everyone says this, but it deserves repeating. Do it in private. Unless it is an immediate corrective that I will discuss next, do not correct someone in public. People hate being corrected in public and they will have trouble getting past the annoyance to hear what you have to say. Take them to your office or away from others hearing and calmly deliver the suggested modifications.

RIGHT AWAY

Some infractions need correctives to happen right away, “Wait, don’t do that yet.” Stepping in right away may avert a deepening of the problem or prevent collateral damage. You need to graciously step in and prevent further damage. If this is called for, do it gently and just ask for a pause. Don’t demean them or give them cause to ignore your comments by being derogative. Follow it up with a quick, “Can we try this first?”

AFTER A PAUSE

While stepping in immediately may be needed, usually you can think about your approach before you talk to the person. You need to take some time to think about the message you want to get across and the outcome you want to see. By taking a little time, you can think through scenarios and wording. When you are ready, then you can pick the spot.

When you are ready to provide a corrective, ask questions first. “I saw that you did ‘this’ earlier, how did you decide that method?” Or anything that does not challenge their actions outright. You first need to verify what they were doing and why. If the house was on fire, they did not need to ring the doorbell before running in to save people. It will not always be that obvious, but you want to give them a chance to explain their actions. Sometimes, they will know they did something wrong and tell you that they need help. If that happens, no corrective needed – just some training. If they define their thinking and it has merit, you can regroup and take it under advisement, but remind them that standards need to be followed and can’t just be ignored. And that if there is a better way of doing things, you are all for it.

Don’t wait too long after an event to deliver a correction. The more time in between an event and the correction, the more time the person thinks things are fine and may repeat the infraction. Don’t ignore the issue either. I covered that is my Find –Fix – Finish articles. If you notice something, keep an eye on it.

THE NEXT TIME IT HAPPENS

If it is not a major issue, you could wait until the next time the difficulty comes up. By waiting, you see if this a repeating event or just a one-off that does not come back. The one-offs can be handled with casual suggestions at improvement and not as direct challenges to the persons efforts. Just stop

by their desk later and have a casual conversation about the issue.

GET THEM INVOLVED

You can always continue down the question approach. I try to do this, but not every time. It depends on the person you are working with. If they are open to adjustment, help them think about changes until they get to the answer you are looking for. Ask them if they see the troubles with what they did (they may not even see it as an issue). When the corrective measures are being discussed, ask them what might be done next time. Ask them if have tried anything else that got better results.

WHAT NOT TO DO

When delivering correctives, you should avoid some methods that might seem obvious, but we all stumble in these areas at some point. Do not laugh at them. This is insulting. Not much you say is even heard, if it comes after a laugh. Do not mock them. Do not tell others what they were doing wrong, just work with them. No need to broadcast the troubles. Do not tell their boss about the troubles (unless they keep coming back). Do not overreact. If the issue is not dire, then don’t blast them with correctives. Keep it as simple, short and focused as you can.

Giving correctives is part of policing the processes of tech work. It is needed and needs to be done with kindness, encouragement and tack. It pays off, if you get it right.

Mark Kiker has more than 35 years of hands-on experience with technology. He is fully versed in every area of management from deployment planning, installation, and configuration to training and strategic planning. He is an internationally known speaker, writer and former AUGI Board member and president. Mark is currently serving as Chief Technology Officer for SIATech, a non-profit public charter high school focused on dropout recovery. He oversees two web sites, www.caddmanager.com and www.bimmanager.com. He can be reached at mark.kiker@ augi.com and would love to hear your questions, comments and perspectives.

The Role of Civil 3D in Effective Change Management

Image by Freepik

Change management is a critical aspect of any engineering project, involving a systematic approach to dealing with the transition or transformation of an organization’s goals, processes, or technologies. In the field of Civil Engineering, where project complexity and the need for precision are high, tools like Autodesk Civil 3D and BIM360 play a pivotal role in facilitating effective change management.

First, let’s discuss what Change Management really is in the world of civil engineering. We’ll then look at ways Civil 3D currently helps in managing change, and then look at several projects who underwent change management concerns and processes.

KEY COMPONENTS OF CHANGE MANAGEMENT IN CIVIL ENGINEERING Change Identification

A key aspect to almost any project is the ability to recognize potential changes early in the project lifecycle. Changes can stem from design modifications, client requests, regulatory updates, or unforeseen site conditions.

Change Implementation

In recent studies, they cite many reasons why 70% of change management initiatives fail. One of the main things I see missing is a plan! Develop an implementation plan that outlines steps, responsibilities, and timelines. Communicate the change to all relevant parties and update project documents and plans accordingly.

Change Evaluation

As the change requests come in, the need to assess the impact of the proposed change on project scope, cost, and schedule is important before making the change. You also need to consider both immediate and long-term effects. And using a dedicated process like impact analysis and risk

Figure 1

Figure 2

assessment can help flush out the issues that may come from the specified change.

Figure 2 shows a typical Geotechnical Risk Register criteria for Probability (P), Impacts (I) and Risk (R). A risk value of 1-4 is considered trivial, 5-8 tolerable, 9-12 significant, and above 12 unacceptable.

Change Approval

Establish a formal process for approving changes. Involve key stakeholders, including project managers, clients, and regulatory bodies. And the #1 issue I see on my projects and many others is the lack of documentation. Documenting all decisions and approvals is undervalued at times. How often do you get the question of WHY or WHEN or WHO made/requested a change? I get it all the time!

Documentation and Communication

As mentioned above, the need to maintain comprehensive records of all changes, including justifications, approvals, and impact assessments is becoming increasingly important. This also helps ensure clear and continuous communication among all stakeholders.

BEST PRACTICES FOR CHANGE MANAGEMENT

Proactive Planning

Anticipate potential changes by conducting thorough site investigations and feasibility studies.

With all the technology out there for “virtual site visits” it still doesn’t replace seeing the site in person, or seeing the issues that need addressed in person. I can’t tell you how many projects I’ve designed and helped facility construction on, without stepping foot onsite. But sometimes it’s good to put the work boots on and see first-hand what you’re up against!

Stakeholder Involvement

Foster collaboration among all stakeholders to ensure their buy-in and support. Regularly update stakeholders on project progress and changes. I use a Trello board for tasks, events, changes, etc.

Use of Technology

Leverage project management software for tracking changes and automating workflows. Utilize Building Information Modeling (BIM) to visualize changes and their impacts. We’ll explore the ways below that Civil 3D and others help in facilitation of change management.

Training and Development

TRAIN, TRAIN, TRAIN! You really can’t do enough. Even if they are 5-minute reminders, 15 minute “how-to” or full-on project consulting. Training your project teams on change management processes and tools is huge. Even if you have the best processes in place, without the user’s knowledge of those processes it will go absolutely nowhere. Encouraging a culture of adaptability and

continuous improvement is important for not only your project, but for company culture as a whole.

KEY CIVIL 3D FEATURE FOR CHANGE MANAGEMENT

You are already managing changes with the proper usage of Civil 3D and are probably well aware of the Civil 3D features that assist in project change management. Here are some of the keyways it helps:

Dynamic Model Updates

Civil 3D models are dynamic, meaning that changes in one part of the model automatically update related components. For instance, if you modify a road alignment, the associated profiles, crosssections, and quantities are updated automatically. This ensures consistency and reduces errors. This is especially valuable in a high churn environment. Users don’t have time to chase necessary updates throughout a non-dynamic project setup, especially with overwhelming annotation. See Figure 3.

Data References

With data references, multiple team members can work on different parts of the project simultaneously. Changes made by one team member are reflected in the shared model, ensuring everyone is working with the most current data. If you’re not currently using data references (aka Data Shortcuts), then ease yourself into it by simply picking a project and doing a data shortcut of the existing and/or finished ground surfaces. That alone can help streamline your workflows and make your construction drawings clearer.

Version Control

Civil 3D integrates with Autodesk Docs and Collaboration for Civil 3D, which provides version control and document management. This allows teams to track changes, revert to previous versions, and manage document history effectively.

Collaboration and Coordination

The software supports collaboration through BIM 360 and other Autodesk cloud services, facilitating real-time collaboration and coordination among project stakeholders. This helps in managing changes by keeping everyone informed and aligned.

YOU ARE ALREADY MANAGING CHANGES WITH THE PROPER USAGE OF CIVIL 3D AND ARE PROBABLY WELL AWARE OF THE CIVIL 3D FEATURES THAT ASSIST

IN PROJECT CHANGE MANAGEMENT

Automated Documentation

Civil 3D can automatically generate and update construction documentation, such as plans, sections, and profiles, based on the latest model data. This ensures that all documentation reflects the most recent changes. Admittedly, there are some setup flaws to Civil 3D’s plan & production tools that I hope get addressed in future releases. We spend way too much time on the documentation part of projects and not in the true design part. Budgets and timelines are blown typically on the plan production part of infrastructure projects!

Design Alternatives

The software allows users to create and evaluate multiple design alternatives. This feature is useful for comparing different scenarios and their impacts before finalizing changes.

Customizable Workflows

Civil 3D supports the creation of customized workflows to suit specific project needs. These workflows can include automated checks and balances to ensure that changes are reviewed and approved systematically. There are items such as built in road design standards that are easily customizable from pipe rules to some of the newer items such as Compare DWG and version comparison in Docs.

Integration with Other Software

Civil 3D integrates with other Autodesk tools like Revit, InfraWorks, and Navisworks, as well as thirdparty applications. This interoperability helps in managing changes across different platforms and disciplines.

Change Analysis Tools

Civil 3D includes tools for evaluating the impacts of changes. For example, the software can analyze how a change in the design will affect earthwork volumes, drainage patterns, and other critical project aspects, helping in decision-making.

Stakeholder Communication

With tools for visualization and simulation, Civil 3D helps in effectively communicating changes to stakeholders. Visualizations can illustrate the impacts of changes, making it easier for nontechnical stakeholders to understand. The bidirectional control of Civil 3D and Infraworks lead to quicker 3D presentations and higher understanding of the actual project intent. See Figure 4.

CASE STUDIES AND EXAMPLES:

I thought I’d showcase a few case studies that illustrate various strategies and practices in change management, emphasizing the importance of adaptability, stakeholder engagement, advanced technology, and robust project controls.

Case studies in change management for infrastructure projects offer valuable insights into how various organizations have successfully navigated changes and challenges. Here are some notable case studies:

Boston’s Big Dig (United States)

• Overview: The Big Dig was a massive highway project in Boston aimed at reducing traffic congestion. IT was conceived in the 70’s, planned in 82, constructed mostly between 1991-2006 and current construction efforts are ongoing.

• Change Management Focus:

• Addressing unforeseen geological and environmental challenges.

Figure 4

• Managing cost overruns and delays through rigorous budget controls and revised project planning.

• Stakeholder engagement and public relations efforts to maintain public support.

• Outcomes: The project faced significant challenges but demonstrated the importance of adaptive management and transparent communication.

Sydney Metro (Australia)

• Overview: Sydney Metro is a rapid transit system under development in Sydney.

• Change Management Focus:

• Leveraging technology for project management and operations.

• Engaging with communities and stakeholders to ensure alignment and support.

• Managing contractual relationships and ensuring compliance with regulatory requirements.

• Outcomes: The project showcased effective use of technology and stakeholder engagement in managing change.

Denver International Airport (United States)

• Overview: The construction of a new international airport in Denver.

• Change Management Focus:

• Addressing delays and budget overruns through improved project management practices.

Figure 5: Boston's Big Dig

• Implementing advanced technologies in airport operations and management.

• Engaging with stakeholders, including airlines and passengers, to ensure smooth transitions.

• Outcomes: The project demonstrated the value of technology integration and stakeholder engagement in managing large-scale changes.

Stapleton, Denver, Colorado

• Overview: This redevelopment project transformed the former Stapleton International Airport into a thriving mixed-use community.

• Change Management Aspects: Key challenges included managing the transition from an industrial site to a residential area, addressing environmental remediation, and aligning with city planning objectives. Effective change management involved continuous stakeholder engagement, transparent communication, and adaptive planning.

• Outcome: Stapleton is now a successful urban neighborhood with a blend of housing types, parks, and commercial spaces, and it is often cited as a model for large-scale urban redevelopment.

Daybreak, South Jordan, Utah

• Overview: Daybreak is a master-planned community designed to offer a variety of housing options and amenities while promoting walkability and sustainability.

• Change Management Aspects: The project faced market fluctuations, changing buyer preferences, and regulatory changes. The developers used flexible design guidelines, ongoing market research, and community input sessions to adapt to these changes.

• Outcome: Daybreak has grown into one of the largest and most successful master-planned communities in the region, known for its innovative design and community-focused amenities.

Babcock Ranch, Florida

• Overview: Babcock Ranch aims to be the first solar-powered town in the United States, combining sustainability with modern living.

• Change Management Aspects: The project had to address technical challenges related to solar infrastructure, evolving energy regulations, and market acceptance of sustainable living. Strategies included phased implementation, partnerships with technology providers, and educational campaigns for potential residents.

Figure 6: Stapleton, Denver Colorado

• Outcome: Babcock Ranch has been successful in integrating solar power into its infrastructure, attracting residents interested in sustainable living, and setting a benchmark for future developments.

CONCLUSION

In conclusion, change management is integral to civil engineering and design as it helps in adapting to changes efficiently, controlling costs, managing risks, ensuring quality and compliance, optimizing resources, and fostering clear communication and innovation.

Autodesk Civil 3D is an indispensable tool for effective change management in civil projects. Its dynamic model updating, version control, collaboration features, and powerful analysis tools enable engineers to manage changes efficiently, ensuring that projects are completed on time, within budget, and to the highest standards of quality. By leveraging the capabilities of Civil 3D, engineering teams can navigate the complexities of modern infrastructure projects with greater confidence and success.

Shawn Herring has been a part of the design engineering community for roughly 15 years in all aspects of design, construction and software implementations. He has implemented and trained companies across the Country on Civil 3D and other infrastructure tools and their best practice workflows. Shawn can be reached for comments or questions at sherring@ prosoftnet.com.

Figure 7: Daybreak, South Jordan, Utah

Managing Content Libraries in the AEC Industry

In the fast-paced architecture, engineering, and construction (AEC) industry, managing digital content libraries effectively is crucial for project success. This article explores strategic approaches to enhancing folder structures, revitalizing content libraries through proactive updates, and employing robust communication strategies. Learn how to streamline workflows, ensure transparency, and boost collaboration across your teams. By following these best practices, AEC firms can maintain a competitive edge and achieve outstanding project outcomes. Good luck with your digital libraries and discover how these strategies can help you succeed!

In the rapidly evolving Architecture, Engineering, and Construction (AEC) industry, the effective utilization of sophisticated design software tools such as AutoCAD and Revit are crucial. These platforms are central to facilitating precise design creation and fostering efficient collaboration across diverse project teams. Integral to their effectiveness are digital content libraries, which house essential

elements like Revit families, AutoCAD blocks, details, diagrams, schedules, and more! Effectively managing these libraries is vital for ensuring accuracy, consistency, and efficiency on projects across your team.

When it comes to managing these content libraries, AEC professionals frequently encounter significant

challenges that can severely impact project outcomes. Complex folder structures can hinder the accessibility and usability of digital assets, outdated content libraries may lead to inefficiencies or errors in project delivery, and inconsistent communication strategies can disrupt effective collaboration among team members. To effectively address these issues, this article will delve into strategic approaches for enhancing folder structures, revitalizing content libraries through proactive updates, and employing robust communication strategies to ensure optimal coordination and collaboration.

ENHANCING FOLDER STRUCTURES

Effective management of digital content library folder structures is a critical aspect of project management in the AEC industry. The organization of these folders plays a pivotal role in the productivity and operational efficiency of project teams. An intuitive, well-organized folder structure facilitates easy navigation and quick retrieval of necessary files, which in turn helps reduce downtime and minimizes the risk of errors. The centralization of digital content in a single, accessible location is fundamental to achieving this efficiency. A centralized folder structure ensures that all project members can access and retrieve the files they need without delays. This approach not only streamlines project workflows but also enhances collaboration across different teams by removing barriers to information access.

1

The ‘2024_Digital Content Library’ folder structure represents a streamlined and efficient approach to organizing digital assets within the AEC industry. This folder structure is designed with clarity and accessibility in mind, ensuring that all essential project elements are centrally located and easy to access. The main folder, aptly named to reflect the

current year, serves as a clear indicator of the most updated project data, facilitating quick orientation for new and returning team members. Within this main directory, the subfolders – Blocks, Details, Diagrams, Families, Schedules, and Specifications –are straightforwardly categorized, making it simple for users to navigate and retrieve the necessary files. Each category is distinctly named to ensure that the folder names remain within character limits, which is crucial for compatibility with various operating systems and software platforms. This simple yet effective organizational structure not only enhances the usability of the library but also supports better management of digital resources by minimizing the time spent searching for files. As a result, it contributes significantly to overall project efficiency and collaboration, enabling team members to focus more on design and execution rather than data management.

REVITALIZING CONTENT LIBRARIES

Maintaining and revitalizing content libraries are critical for ensuring the efficiency and effectiveness of project delivery in the AEC industry. An essential aspect of this process is the implementation of a clear and intuitive naming convention. Naming conventions play a pivotal role in enhancing the clarity of what each element in the library represents, thereby simplifying the search and retrieval process for users. For instance, a Revit family for a specific type of window should be named to reflect its dimensions and style clearly, such as Window_DoubleHung_36x48.rfa. This approach ensures that users can quickly identify the correct element without needing to open and review multiple files.

In addition to clear naming conventions, keeping content libraries up-to-date is paramount. This involves regularly updating the libraries to reflect the latest changes to industry standards or revisions to any content. As standards evolve and project requirements change, libraries must be updated regularly to ensure that they meet the current specifications and practices. This might include updating model components to comply with new energy efficiency requirements or adjusting material specifications to reflect available resources. Regular updates ensure that the library remains a reliable and trusted resource for current and future projects, reducing the risk of errors and rework.

Figure

Running regular audits and purges is another critical strategy for maintaining the health of content libraries. Audits should be scheduled at regular intervals to review the contents of the library for relevancy, accuracy, and compliance with current standards. During these audits, outdated, redundant, or seldom-used files should be identified and purged from the library. This not only helps in managing the storage space efficiently but also ensures that the library remains organized and clutter-free. Effective auditing might involve stakeholders from different departments to ensure that all perspectives are considered, and that the library serves the broad needs of the organization.

Implementing robust management practices for content libraries, such as developing clear naming conventions, ensuring libraries are regularly updated, and conducting periodic audits, significantly enhances project workflow efficiency. These practices not only streamline the design and construction process but also foster a culture of continuous

improvement and adaptation to changing industry standards. By revitalizing content libraries effectively, AEC firms can maintain their competitive edge and ensure that their project teams have access to the best and most current resources available.

EFFECTIVE COMMUNICATION STRATEGIES

Effective communication is fundamental to managing content libraries in the AEC industry, especially when it comes to implementing change requests. These requests often arise due to various needs, such as updates to standards, changes in building codes, enhancements in features, modifications in appearance, or efficiency improvements. Properly categorizing and communicating these requests ensures that they are handled appropriately and efficiently, minimizing disruptions and errors.

Change requests should be systematically categorized to streamline the update process.

Figure 2

Figure 3

Examples of change or request categories include:

• Standards Changes involve updates that align with new industry standards or best practices.

• Code Changes are necessitated by modifications in local, regional, or international building codes.

• Feature Requests include enhancements or additions to the content’s functional attributes.

• Appearance Changes pertain to alterations in the visual aspects of elements within the library.

• Efficiency Requests aim to improve the usability or performance of library elements, such as reducing file sizes or simplifying complex models.

To manage these changes effectively, it is crucial to use a structured communication process. One efficient method is to utilize forms for submitting change requests. These forms should capture all necessary details about the proposed changes, including the category, the specific elements affected, the reason for the change, and any urgent considerations. Once completed, forms should be submitted to the primary content administrators, who are responsible for reviewing and prioritizing the requests. This structured approach helps in organizing the workflow and ensures that all requests are considered systematically.

Additionally, logging versions of changes is essential for effective version control. Each change should be documented with a version number, a description of the change, and the date. This practice not only helps maintain a clear record of alterations and updates but also allows for the restoration of previous versions if needed. Version logs can be particularly beneficial in scenarios where changes may have unintended consequences, enabling quick reversion to a stable state without extensive rework.

Effective communication strategies, when implemented properly, significantly enhance the management of content libraries. They ensure that all team members are informed about updates, changes are made transparently and with accountability, and the integrity of the content is maintained over time. Moreover, these strategies contribute to a collaborative environment where feedback is actively sought and integrated, thereby continuously improving the quality and

relevance of the content libraries. By fostering an organized approach to communication and change management, AEC firms can enhance their project outcomes through better control over their digital assets and more efficient project execution.

CONCLUSION

To conclude, effective management of digital content libraries is essential in the AEC industry for ensuring project success. By organizing folder structures efficiently, regularly updating and auditing content libraries, and implementing structured communication strategies, firms across the AEC industry will see an improvement in the quality, efficiency, and success of their projects. Following best practices in content management will ensure transparency, accountability, and seamless collaboration across teams. By focusing on these strategies, AEC firms can streamline workflows, maintain a competitive edge, and drive successful project outcomes.

Good luck with your digital libraries, and I hope these strategies help!

Jordan Bullock is a Technical Specialist and Implementation Consultant who is recognized by Autodesk and Bluebeam as a Certified Instructor. Jordan has over half-a-decade of experience immersed in construction technology and a decade-plus of extensive experience in ComputerAided Design (CAD) & Building Information Modeling (BIM). His approach to education seamlessly merges creative visualization with meticulous documentation, enabling the simplification of intricate concepts into easily digestible materials.

Guided by the mantra “Learn, Grow, & Educate,” Jordan embodies an unwavering commitment to perpetual learning, an innate drive toward continuous advancement, and a passionate mission to share knowledge indefinitely.

BIM Management Content vs. People

In the Architecture, Engineering, and Construction (AEC) industry, Building Information Modeling (BIM) Managers play a crucial role in bridging the gap between technology and project execution. Their responsibilities often revolve around two main areas: content management and people management.

CONTENT MANAGEMENT

BIM Standards and Libraries

A significant part of content management involves the creation and maintenance of BIM standards and libraries. BIM standards are a set of guidelines that dictate how BIM is implemented within an organization. These standards can include everything from content naming conventions to the level of detail required in models or specific workflows and processes.

BIM Libraries are a treasure trove of reusable components. Having a well-maintained library can significantly increase efficiency and consistency across projects. Depending on your company’s discipline, a comprehensive BIM library would include a variety of elements, from architectural components like doors and windows, to MEP elements like mechanical equipment, electrical equipment, ducts and pipes. These elements can be dragged and dropped into models, saving time and effort. By using components from the BIM library, you ensure standardization across your projects. This means that a window used in

one project will be the same as a window used in another project, ensuring consistency.

As a BIM Manager, your role would involve regularly updating these libraries, adding new components as needed, and ensuring that they are easily accessible to all team members. This could involve organizing the library in a logical manner, providing training for team members on how to use the library, and regularly checking for outdated or redundant components. This not only helps in maintaining consistency across projects but also increases efficiency as team members can reuse components instead of creating them from scratch for each project.

Data Management

Data management is a critical aspect of content management, especially in the context of Building Information Modeling. It involves managing and overseeing the information embedded within the BIM models to ensure its accuracy, consistency, and timeliness.

One of the key responsibilities of a BIM Manager in data management is to ensure the accuracy of the information embedded within the BIM models. This involves verifying that the specifications of the components used in the model, such as materials, dimensions, and manufacturer details, are correct. This accuracy is crucial as it directly impacts the quality of the design, construction, and maintenance processes.

The consistency of information across different BIM models and components is another important aspect of data management. The BIM Manager needs to ensure that the same piece of information is represented in the same way across different parts of the model. This might involve setting up and enforcing data standards and conventions, and regularly checking the models for compliance.

The BIM Manager also needs to ensure that the information in the BIM models is kept up to date. This is particularly important for dynamic information such as scheduling and cost information, which can change frequently during the course of a project. The BIM Manager might need to set up processes for regular data updates and checks to ensure that the BIM models always reflect the most current project status.

Effective data management can significantly enhance the value of BIM models. By ensuring that the information in the models is accurate, consistent, and up to date, the BIM Manager can turn the models into a rich source of information. This information can be used for various purposes, from design and construction to facility management. For instance, accurate component specifications can help in creating precise construction plans, while up to date scheduling information can aid in project management.

With effective data management, BIM models can serve as a comprehensive and reliable source of information for various stakeholders. Designers and architects can use the models to make informed design decisions, construction teams can use them to plan and execute construction processes efficiently, and facility managers can use them to manage and maintain the building effectively after construction.

Software Management

Software management is a fundamental component of content management in the context of BIM. It encompasses a variety of tasks that ensure smooth operation and effective use of BIM software tools within the organization.

It is imperative for the BIM Manager to continually update their knowledge with the most recent advancements in BIM software and technology. This involves regularly reviewing industry publications, attending webinars and training sessions, and

testing new software versions and features. By staying updated, the BIM Manager can ensure that the organization is leveraging the most advanced and efficient tools available, thereby enhancing the quality and efficiency of its BIM processes. Another important aspect of software management is troubleshooting software issues. When team members encounter problems with the BIM software, the BIM Manager is often the first point of contact. They need to diagnose the issue, find a solution, and guide the team members through the resolution process. This requires a deep understanding of the BIM software, as well as strong problem-solving and communication skills.

The BIM Manager also plays a crucial role in coordinating with software vendors. This can involve reporting bugs, requesting new features, and discussing licensing agreements. By maintaining a good relationship with software vendors, the BIM Manager can ensure that the organization’s needs and concerns are heard and addressed.

The BIM Manager needs to ensure that the BIM software tools used by the team are not only up to date but also align with the organization’s BIM standards. This involves regularly reviewing and updating the organization’s BIM standards and guidelines and ensuring that they are properly implemented in the BIM software settings and workflows.

In some cases, the BIM Manager may need to customize the BIM software to better suit the organization’s needs. This can involve a range of tasks, from creating custom scripts that automate repetitive tasks, to developing plugins that extend the functionality of the BIM software. These customizations can greatly enhance the efficiency and effectiveness of the organization’s BIM processes.

PEOPLE MANAGEMENT

Leadership and Team Coordination

As a leader, a BIM Manager is responsible for coordinating efforts across various projects and ensuring that everyone is working towards the same goals. A BIM Manager may need to clearly communicate the goals and objectives of each project to the team. This includes defining the scope of work, setting deadlines, and outlining the expected quality of work. A BIM Manager is also a mentor to the team. They provide guidance and support to team members, helping them navigate challenges and overcome obstacles. This could involve providing technical assistance, offering advice on best practices, or helping to resolve conflicts. Effective communication is key in any team, and it’s no different in a BIM team. A BIM Manager ensures that there is open and clear communication between team members. This could involve organizing regular team meetings, setting up communication channels, and ensuring that everyone is kept informed about project updates.

In addition to their leadership role, a BIM Manager also plays a crucial role in project planning and execution. A BIM Manager needs to have a thorough understanding of the project requirements. This includes understanding the client’s needs, the project timeline, and the resources available. A BIM Manager is responsible for allocating resources effectively. This involves determining what resources are needed for each project, assigning tasks to team members based on their skills and availability, and ensuring that resources are used efficiently. Ensuring that the team meets project deadlines is another important responsibility of a BIM Manager. This involves monitoring the progress of the project, identifying any potential delays, and taking corrective action if necessary. A BIM Manager also needs to coordinate with other teams and stakeholders, such as architects, engineers, and contractors. This involves ensuring that everyone is on the same page, facilitating communication between different parties, and resolving any conflicts or issues that may arise.

Training and Skill Development

Another responsibility of a BIM Manager is to ensure that all team members are proficient in using BIM tools and adhering to BIM standards. This is a multifaceted task that involves several key activities. The BIM Manager often conducts training sessions to educate team members about the use of BIM tools. These sessions can range from introductory

BIM

courses for beginners to advanced workshops for experienced users. The training content might cover a wide range of topics, including the basics of BIM, the use of specific BIM software, and the application of BIM in different project phases. In addition to group training sessions, the BIM Manager may provide one-on-one coaching to team members. This personalized approach allows the BIM Manager to address individual learning needs and help team members overcome specific challenges they may encounter when using BIM tools.

The BIM Manager also creates resources that team members can refer to when they need help. These resources could include user manuals, tutorial videos, FAQs, and best practice guides. By making these resources readily available, the BIM Manager ensures that team members can find the information they need to use BIM tools effectively and adhere to BIM standards.

Another important responsibility of the BIM Manager is to stay updated with the latest BIM technologies and trends. This involves a continuous learning process and active engagement with the BIM community. The BIM Manager may attend industry events such as conferences, seminars, and workshops to learn about the latest developments in BIM. These events provide opportunities to hear from industry experts, see new BIM tools in action, and network with other BIM professionals. Online forums are also a valuable source of information and advice about BIM. The BIM Manager can participate in these forums to ask questions, share experiences, and learn from the collective wisdom of the BIM community.

Communication and Collaboration

In the realm of Building Information Modeling, effective communication and collaboration are paramount. As a BIM Manager, these two aspects form the backbone of successful people management and project execution. The BIM Manager is responsible for ensuring that all team members, as well as other stakeholders, are kept abreast of the project’s progress. This includes updates on the design development, changes in BIM standards, and any issues or challenges that might arise during the project lifecycle. The BIM Manager must be adept at communicating complex BIM concepts and information in a clear and understandable manner. This could involve regular

project meetings, email updates, or even impromptu discussions to address immediate concerns.

Beyond communication, the BIM Manager also plays a vital role in facilitating collaboration between different teams and stakeholders. This involves creating an environment where information and ideas can flow freely. The BIM Manager might set up shared workspaces using BIM software, where all project data and models can be accessed and updated by authorized personnel. This ensures that everyone involved in the project has access to the most up-to-date information, thereby reducing the risk of errors and miscommunication.

Moreover, the BIM Manager may coordinate meetings between different teams to discuss project progress, resolve conflicts, and make collective decisions. These meetings can be crucial in aligning everyone’s understanding and expectations of the project.

In today’s digital age, there are numerous collaboration tools available that can aid in information sharing and team coordination. The BIM Manager should be proficient in using these tools, which can range from project management software to cloud-based BIM platforms. These tools can streamline the collaboration process, making it

easier for team members and stakeholders to access the information they need when they need it.

The roles of communication and collaboration in a BIM Manager’s position cannot be overstated. By ensuring effective communication and facilitating collaboration, a BIM Manager can significantly enhance the efficiency and success of BIM implementation in their organization.

Advocacy

A crucial role of a BIM Manager is to serve as an advocate for the adoption and use of BIM within their organization. This advocacy is not just about promoting the use of BIM, but also about fostering an understanding of its benefits and potential impacts on the organization’s processes and outcomes.

The BIM Manager needs to effectively communicate the advantages of BIM to various stakeholders, including senior management and clients. This could involve presenting case studies that highlight how BIM can enhance design coordination, improve construction efficiency, facilitate better project management, and enable more accurate cost estimation. By demonstrating these benefits, the BIM Manager can help stakeholders understand the value that BIM brings to the table.

Implementing BIM is not a trivial task. It requires significant resources, including software, hardware, training, and time. The BIM Manager, therefore, needs to make a compelling case for the allocation of these resources. This could involve preparing detailed proposals or business cases that outline the costs of implementation, the potential return on investment, and the risks of not adopting BIM.

Lastly, the role of the BIM Manager as an advocate does not end with the initial adoption of BIM. They must continuously promote the use of BIM, keep abreast of the latest developments in the field, and ensure that the organization is leveraging BIM to its fullest potential. This might involve organizing regular training sessions, sharing success stories, and constantly looking for ways to improve the organization’s BIM practices.

CONCLUSION

In conclusion, the role of a BIM Manager in the AEC industry is multifaceted, involving both content and people management. While the technical aspects of BIM, such as developing standards and managing data, are crucial, the human element cannot be overlooked. BIM Managers need to lead their teams effectively, facilitate communication, and advocate for BIM within their organizations. Balancing these two aspects is key to successful BIM implementation in the AEC industry.

Jason Peckovitch is an Autodesk Revit Certified Professional for Mechanical and Electrical Design located in SE Iowa. He is a BIM Manager for Garver’s Buildings Business Line, specifically MEPF. Garver has nearly 50 offices across the United States and more than 1200 employees. His CAD/BIM career spans over 25 years but he didn’t switch to the AEC Industry until 2007 as a Mechanical HVAC Drafter and transitioned into BIM Management shortly after where he has been working since. Jason is also the father of three children; Shelby – 12, Blake – 9 and Logan – 6, a published photographer, gamer, and car/ tech guy. He can be reached at jmpeckovitch@garverusa.com.

Mastering AutoCAD Layer Management

Layer management in AutoCAD is a fundamental skill that significantly enhances the efficiency and precision of your design work. By organizing drawing elements into distinct layers, you gain control over the visibility, editing, and plotting of various components within your project. Effective layer management not only improves your workflow but also ensures that your designs are clear, organized, and compliant with industry standards. This article will dive into the importance of layer management, the benefits it provides, and best practices to help you master this essential aspect of AutoCAD.

WHAT IS LAYER MANAGEMENT?

Layer management in AutoCAD is a fundamental feature that allows users to organize different elements of their drawings on separate layers. Each layer can be assigned specific properties such as color, line type, and line weight. This segregation helps in managing complex drawings more efficiently by isolating different types of information. See Figure 1.

WHY IS LAYER MANAGEMENT IMPORTANT?

Effective layer management is crucial for several reasons:

• Organization: Layers help you keep different components of your drawing organized, making it easier to work on and understand.

• Visibility Control: You can turn layers on or off to focus on specific parts of your drawing without the distraction of other elements.

Figure 1

Figure 2

• Editability: Layers allow for easier editing since you can lock layers to prevent accidental changes or isolate layers to work on specific elements.

• Plotting: Control over what gets plotted and how it appears is significantly enhanced through proper layer management.

HOW TO MANAGE LAYERS IN AUTOCAD

1. Creating and Naming Layers:

• Use the Layer Properties Manager to create new layers. Give them meaningful names that reflect their content, such as “Walls”, “Dimensions”, “Electrical”, etc. See Figure 2.

2. Assigning Properties:

• Assign specific properties to each layer. For example, set the color, line type, and line weight according to your project’s standards. See Figure 3.

3. Using Layer States:

• Layer states allow you to save and restore the current configuration of layers, including on/ off status, color, line type, and more. This is particularly useful when working on complex projects with multiple visibility requirements. See Figure 4.

4. Layer Filters and Groups:

• Use layer filters and groups to manage large sets of layers. Filters can be based on criteria such as name, color, or line type, helping you quickly find and manipulate layers. See Figure 5.

5. Freezing and Locking Layers:

• Freeze layers that you don’t need to see or edit to improve performance and focus on the active parts of your drawing. Lock layers to prevent unintentional modifications. See Figure 6.

Figure 3

Figure 4

6. Best Practices:

• Maintain a standard naming convention for layers.

• Regularly audit and clean up unused or redundant layers.

• Use descriptive names and avoid generic names like “Layer1”, “Layer2”, etc.

7. Layer Management Tools:

• Utilize tools such as Layer Walk, Layer Isolate, and Layer Merge to streamline your layer management process. These tools can help you quickly navigate and manipulate layers, ensuring a more efficient workflow.

Figure 5

Figure 6

AutoCAD

8. Using Xrefs with Layers:

• External References (Xrefs) can be a powerful way to manage large projects. By linking external drawings, you can maintain organized layers across multiple files and ensure consistency throughout your project.

TIPS FOR EFFECTIVE LAYER MANAGEMENT

Standardize Layer Names: Develop a consistent naming convention for layers that all team members adhere to. This will make it easier to find and manage layers, especially in collaborative environments.

Use Descriptive Names: Avoid generic names like “Layer1” or “Temp”. Instead, use names that clearly describe the layer’s content or purpose, such as “Plumbing_Pipes” or “Electrical_Outlets”.

Color Coding: Assign different colors to different layers to quickly identify and distinguish between various elements in your drawing. This visual differentiation can significantly enhance your workflow efficiency.

Layer Templates: Create and use layer templates for recurring projects. This can save time and ensure consistency across multiple drawings.

Regular Maintenance: Periodically audit your layers to remove unused or redundant ones. This keeps your drawing clean and manageable.

Layer States for Different Phases: Use layer states to manage different phases of a project. For example, you can have separate layer states for “Design”, “Review”, and “Construction”.

Training and Documentation: Ensure that all team members are trained in your layer management practices and have access to documentation or guidelines. This helps maintain consistency and efficiency.

Use Layer Filters: Layer filters can help you quickly find and manage layers based on specific criteria such as name, color, or type. This is particularly useful in large projects with many layers.

CONCLUSION

Effective layer management allows for clear organization, streamlined editing, and efficient

plotting, making it an indispensable skill for any serious AutoCAD user. By investing the time to learn and implement robust layer management practices, you can enhance your productivity and ensure that your drawings are both accurate and easy to navigate. This level of organization reduces errors and simplifies the process of making revisions, ultimately saving you time and effort. Effective layer management also facilitates better collaboration with team members and clients, as well-organized drawings are easier to understand and modify. This can lead to more efficient project completion and higher quality work, helping you meet deadlines and exceed expectations.

Matthew Marrero is a Professional civil designer/ drafter with over 2 years of specialized experience in the civil engineering industry. Matthew excels in site planning, grading, storm drainage, sanitary sewer design, and survey/mapping production. Currently a valued member of Land Design Associates Engineering, Surveying & Landscape Architecture, D.P.C. in Hauppauge, NY, he is known for creating detailed land development plans, including site plans, surveys, terrain maps, sanitary sewer designs, drainage/grading plans using AutoCAD and GIS. Matthew is committed to delivering highquality, accurate designs and is known for his meticulous attention to detail and strong collaboration skills.

Revit 2025 Upgrades

Like the returning of the swallows to San Juan Capistrano, Autodesk has released a new version of Revit, and our firm, like Father St. John O’Sullivan, is giving it a home. Just like the priests at the mission, the department I work in has some cleaning to do after it lands. Now in no way am I comparing Autodesk to a bunch of messy birds (maybe just a little), but now we have work to do before the new version to be rolled out. In the Legend of the Swallows- and I will paraphrase

it a bit for you - a shopkeeper destroys their nests and Father O’Sullivan gives the birds a home at the mission to nest. Now that you understand the reference let’s move on.

PREPARATION

So as a mid-sized firm with a little over five hundred unique users, the Practice Technology group which I belong to has a good bit to take care of before we can roll out and then require the use of the new

version. What might some of those tasks be you ask? Well, I thought you would never ask. Within the vertical building portion of our firm, Gresham Smith, we have architectural, structural, electrical, mechanical, plumbing, and water and environment that all use Revit. We manage content for all those groups but also must do the following tasks before we can roll out the latest version.

• Upgrade templates.

• Upgrade starter files.

• Upgrade library files.

• Upgrade families.

• Request updated purchased add-ins like JO Tools or PyRevit

• Test purchased add-ins.

• Test custom developed add-ins.

• Test with standalone software that uses Revit exports.

• Update firm specific workflows.

• Update documentation.

In addition to those items, we typically do some testing of the version upgrade process in the cloud to see if there are any concerns we should be aware of on our projects. We will also test some workflows if they are affected by new features and update any associated documentation. That doesn’t even include building the deployments and testing those and making sure they are compatible with security software and those other things our network team deal with.

SO, WHAT DO WE GET FOR ALL THAT?

Well, there are a bunch of posts and articles that explain those new features and I certainly don’t want to try to get into that in this article. Historically, every year our firm since 2018 has rolled out the latest version of Revit every fall and for the most part it has been a very smooth transition from one version to another. Now that is not to say we haven’t had some issues, but it has been mostly positive. The payoff comes from efficiencies gained with new tools or features of the software but also by keeping up with the technology. Our industry is ever-changing and so is the technology that drives it. Keeping our users up to date or at least giving them the opportunity to be up to date with the current version I think adds value.

ACT OF DEFIANCE?

Some firms only upgrade their Revit version every other year to avoid the expense of the upgrade cycle which made a lot of sense when we used to own

software. Now very few firms own the software and almost everyone is on subscription. Some firms elect to only upgrade to a newer version of Revit when they must. Now there are even grumblings of certain firms not using ACC and staying on BIM360 as some sort of protest or as an act of defiance. Not sure to what end but I have experienced this on some joint venture projects, and it can be challenging.

OPT IN

Is it mandatory to transition to the latest cloud platform or Revit version? Not at all, but wouldn’t it be beneficial to take advantage of the new features and ensure that all your company’s tech systems are seamlessly integrated? Consider this - you’ve invested in it, so why not fully utilize it? Furthermore, your participation could assist other companies and users in identifying and resolving issues related to the newest release. Hence, by engaging with newer versions, you’re actively contributing to their improvement.

PRIEST OR SHOP OWNER

As an average Revit user in a firm why resist? What do you have to lose? Take the opportunity to add Revit 2025 or ACC to your resume. Better yet why not excel at it and become a “Revit Power User”. Give those swallows a place to nest like Father St. John O’Sullivan did.

Jonathan Massaro is a Senior Design Technology Specialist and Associate with Gresham Smith, a leading multi-disciplinary design and consulting firm for the built environment. He has worked in the architectural field for almost 30 years on projects of various size and type ranging from single family homes to airport terminals, and he began working in Revit with Revit Architecture 2009. He was initially hired by Gresham Smith to work on some of the first Revit projects for the firm’s Healthcare Division back in 2011. Currently a part of the Gresham’s Practice Technology group, Jonathan works on supporting all the Architectural markets and works to help streamline the firms Revit workflows and processes.

The Role of BIM Management in Streamlining Construction Projects

When Building Information Modeling (BIM) was first conceptualized, the software was in its infancy of digital integration. As it emerged in the market, it became evident how crucial three-dimensional models, automation, visualizing spatial conflicts, and integrated collaboration would become for the future of design and construction. This evolution necessitated new roles and requirements to accommodate the changing landscape of project management. BIM brings artificial intelligence to your project, fostering collaboration and integration like never before.

BIM services offer a knowledgeable resource for any project by reducing project downtime, facilitating collaboration, and providing a stable package to the client. From project initiation through the design phases to project hand-off, BIM aligns all disciplines and data with the project’s expectations. These services support teams with technical design support, content acquisition, coordination facilitation, and conflict reduction, ultimately delivering refined projects to the client.

A dedicated BIM Process Team can alleviate the anxiety and frustration often felt by project teams, allowing them to focus on their core

strength: design. While it’s essential for designers to understand the software they use, software navigation presents its own set of challenges. It’s not just about design; it’s about understanding how each program and application functions in relation to specific tasks. The BIM process goes beyond design knowledge, incorporating expert technical skills to enhance project outcomes.

BUILDING YOUR TEAM, FINDING THE KEY PLAYERS.

Understanding the individuals required for a successful BIM Process Team is essential to support projects appropriately. BIM should be part of the conversation as soon as possible. This involves meeting with the teams to understand each part of the project, preparing the project for design, and setting up the working environment. These early steps ensure a solid foundation for the project’s progression.

A well-structured management team is crucial, including roles such as BIM Manager, BIM Coordinator, and Project Administrator. These roles are essential for the smooth operation and success of your BIM initiatives. While these roles can be

combined in smaller projects, larger teams, and complex projects typically benefit from having dedicated individuals for each role. This allows for a more focused and efficient management approach, ensuring that every aspect of the BIM process receives the attention it needs.

The specific BIM technician roles required will vary depending on your firm’s disciplines. These technicians are advanced designers who can navigate the software and understand the design requirements. They provide technical support tailored to the specific needs of your design teams. Their expertise allows them to assist with content creation, troubleshooting, and ensuring that the design process adheres to BIM standards and protocols.

Building a strong BIM Process Team involves identifying the right individuals with the necessary skills and expertise. Fostering a collaborative environment where all team members can work together effectively is essential. Regular training and professional development opportunities should be provided to keep the team updated with the latest BIM technologies and practices.

DO WE NEED A NATIONAL MANAGER?

When evaluating the need for a National Manager, consider the size of your company and the geographical reach of your operations. Having a National Manager can be highly beneficial for firms with a broad national presence, or multiple large-scale projects spread across different regions. This role provides centralized oversight, ensuring consistency in BIM standards and practices across all locations.

A National Manager can help coordinate efforts between regional teams, streamline processes, and facilitate communication. They act as a central point of contact for strategic planning and problem-solving, allowing local BIM Managers and Coordinators to focus on the day-to-day operations. For companies with a more localized presence, this role might be less critical, and responsibilities can be managed effectively by regional or projectspecific managers.

WHO IS YOUR BIM MANAGER?

The BIM Manager is a cornerstone of your BIM Process Team, playing a crucial role in the success of your projects. This individual is responsible for overseeing the implementation and management of BIM processes, ensuring that all aspects of the project are efficiently coordinated and executed. But what exactly does a BIM Manager do, and what qualities should you look for?

The BIM Manager implements the BIM standards and protocols that will be followed throughout the project. This includes setting up workflows, creating templates, and ensuring that all team members adhere to these standards. Their goal is to maintain consistency and quality across all project deliverables.

In addition to technical skills, a successful BIM Manager should possess strong leadership qualities, excellent communication skills, and a keen attention to detail. They must be capable of guiding the team, resolving conflicts, and making informed decisions to keep the project on track. Their expertise and leadership are crucial in delivering successful BIM projects.

WHY YOUR BIM COORDINATOR MATTERS

The BIM Coordinator is one of your most versatile roles. They foster a smooth operation of BIM processes within a project. Acting as the backbone of the design team’s efforts, the BIM Coordinator is responsible for setting up the files and content the design team needs to begin their work. This preparation is crucial for establishing a strong foundation for the project and ensuring that all team members are aligned from the start.

Managing and resolving clashes in the models throughout the design phase is another crucial task. Working closely with different disciplines, the BIM Coordinator identifies and navigates potential conflicts, ensuring these issues are addressed early on. This proactive approach minimizes disruptions and reduces the need for costly and timeconsuming revisions later.

Collaborating with various disciplines helps ensure that the project requirements are met. BIM Coordinators facilitate communication and coordination among team members, helping to integrate the efforts of different specialists into a cohesive whole. This coordination is essential for maintaining the project’s momentum and ensuring that all design aspects are aligned with the overall goals and standards.

WHY DO I NEED A PROJECT ADMINISTRATOR?

The role of a Project Administrator is generally required in larger firms with numerous projects. A single Project Administrator can effectively

cover multiple projects, primarily focusing on user management. They are responsible for adding individuals to projects and granting access to necessary folders, ensuring all team members have the appropriate permissions to perform their tasks.

In addition to user management, the Project Administrator may take on some processing responsibilities if directed by the BIM Coordinator. This can include tasks such as organizing project documents, managing data entry, and assisting with preparing reports. Their support helps streamline the workflow, allowing the BIM Coordinator and other team members to focus on more technical and strategic aspects of the project.

BIM TECHNICIANS ARE YOUR EXPERTS IN ACTION

BIM Technicians are essential for the smooth execution of BIM projects, bringing specialized expertise to their respective disciplines—whether structural, mechanical, or architectural. Their primary role involves addressing the unique challenges associated with their specialization, ensuring that design elements are accurate and seamlessly integrated into the overall project.

A significant part of their responsibility is troubleshooting and resolving technical issues related to BIM software and models. BIM Technicians manage errors, resolve model inconsistencies, and ensure that software

BIM

configurations meet project requirements. This technical support helps the design team maintain productivity and keeps the project on track.

In addition to technical support, BIM Technicians offer valuable design advice. They suggest optimizations, identify potential conflicts, and ensure that all model components work together effectively. Their insights help improve the efficiency and functionality of the design.

ADDITIONAL ROLES IN THE BIM PROCESS TEAM

Beyond the core roles of BIM Manager, BIM Coordinator, Project Administrator, and BIM Technician, several additional roles can significantly enhance the BIM Process Team’s effectiveness. These roles contribute specialized skills and expertise that optimize project outcomes and streamline workflows.

BIM Analysts are crucial for evaluating and improving BIM workflows and data. They analyze project data to identify trends and performance issues, providing insights to enhance efficiency and effectiveness. Their work ensures that BIM tools are used to their full potential and that project processes are continually refined.

BIM Content Developers focus on creating and maintaining the libraries and content the team uses. They develop standardized components, templates, and families, ensuring model consistency and adherence to industry standards. Their role is vital for providing the design team with high-quality, up-to-date content that supports project requirements.

BIM Quality Assurance (QA) Specialists are responsible for ensuring the accuracy and quality of BIM models throughout the project lifecycle. They conduct regular audits and reviews to ensure compliance with established standards, identifying and addressing issues early to prevent errors and maintain high-quality deliverables.

BIM Integration Specialists manage the integration of BIM with other project systems and technologies. They ensure seamless connectivity between BIM data, project management tools, scheduling software, and other relevant systems. This role is essential for synchronizing project data, facilitating better decision-making, and enhancing overall coordination.

BIM Educators/Trainers provide ongoing training and support to team members on BIM tools and best practices. They develop training materials, conduct workshops, and offer assistance to ensure that all team members are proficient with BIM software and understand project standards.

HOW A DEDICATED BIM TEAM DRIVES SUCCESS

As BIM technology continues to transform the industry, having a well-structured team ensures that your projects meet and exceed expectations. Your BIM Process Team is crucial in keeping everything on track and ensuring that every phase of your project runs smoothly.

A well-coordinated team takes on complex challenges and breaks them down into manageable tasks. This approach minimizes downtime, resolves issues before they escalate, and enhances collaboration among all project members. Integrating essential roles such as BIM Managers, Coordinators, and Technicians with specialized positions like Analysts and QA Specialists creates a dynamic team that tackles problems head-on and keeps everything aligned.

When everyone works together seamlessly, it sets the stage for more efficient project execution and higher-quality results. Each team member contributes their expertise, ensuring that every aspect of the BIM process is handled with precision. Embracing the power of a dedicated BIM Process Team means driving your projects forward with confidence, ensuring that you meet and exceed your project goals from start to finish.

Kristina Youngblut is a seasoned professional with more than 20 years of expertise in CAD solutions and technology within the AEC community. A BIM Professional determined to deliver innovative solutions and cutting-edge technologies to projects and clients. Kristina also serves on the AUGI Board of Directors since 2023. As an esteemed member of the Autodesk Expert Elite program, she passionately contributes to the sharing and exploration of knowledge within the industry.

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