Friday, 23 June 2017

How to be an effective Leader

Here's another image that was recently shared with me.

I think this very accurately describes how good leaders lead.

Vulnerable: Dont be afraid to admit your wrong, you will gain the respect of others. 

Mirror: Act in a way you want others on your team to act, lead by example.

Started: We all started at the bottom, respect and listen to those starting from the beginning as they often have a "fresh" view.... and be humble of your position. 

Integrity: Dictionary defines Integrity as "the quality of being honest and having strong moral principles; moral uprightness". Do what is right, for your team, for the company and for the project.

Before: Promote other and encourage development.

Not about you: It'll backfire if it's about you.

On your own: Surround yourself by good people and good things will happen, the key to your success is the success of your team and their ability to thrive under your leadership.


Wednesday, 21 June 2017


I came across this image today and felt the need to share.

Sometimes those in a leadership loose focus of this and their main concern is the "business model".
A leaders responsibility is to maintain the businesses success... and manage, in a thoughtful manner, those under their charge. This means making sure that their goals and aspirations are being met.

Your success is dependent upon the quality of those around you and you will only be able to retain quality people by keeping them engaged, active in leadership decisions (direction) and providing them with opportunities to grow.  I think this is crucial than ever before as this is the evolution of good business management.

And remember, you are a leader, regardless of your position.


Wednesday, 7 June 2017

BIM All Aboard!

Can BIM Regional Session - Calgary
BIM All Aboard!
June 28-29th 2017
Register now!

Event Description.
A two day event. Day one will kick off with the CanBIM Tours and the CanBIM Opening Reception. Day two, in the morning, will host concurrent BIM/VDC workshops. 

BIM Foundations: Are we BIM-ing yet? develop a fundamental understanding of BIM/VDC and associated strategies. 

BIM for Advanced Practitioners: Collaborative BIM Workflows & Processes for all Stakeholders optimize your current BIM/VDC workflow/environment to achieve efficiencies. 

BIM for Owners: Expectations, Challenges and Rewards, leveraging BIM to address the needs of facility owners and operators and ensuring supplier cooperation. 

In the afternoon, attendees will hear from presenters with industry based case studies showcasing projects that address key issues and challenges for all stakeholders. Following these presentations attendees will participate in an open forum panel discussion with industry leaders about the current state of BIM/VDC adoption in the Province of Alberta and the future outlook for the province.

Day 2
8:00AM-8:30AM: Registration

8:30AM-8:35AM: Opening Address - Brent Mauti, CanBIM Director

8:35AM-9:00AM: Keynote Address - Neil McFarlane, P.Eng. Assistant Deputy Minister, Health and Government Facilities Division, Alberta Infrastructure

Workshop 1: BIM Foundations: Are We BIM-ing Yet?
Workshop 2: BIM For Advanced Practitioners: Collaborative BIM Workflows & Processes for all Stakeholders
Workshop 3: BIM for Owners: Expectations, Challenges and Rewards

10:30AM-11:00AM: BREAK

11:00AM-12:15PM: Panel Discussion - BIM: Change Management to Execution Plans

12:15PM-1:00PM: LUNCH

1:00PM-1:30PM: Presentation - Almost There! A BIM Postmortem From $350M Stanton Hospital Project - Daniel Doherty, CM BIM Manager of Virtual Construction, Clark Builders

1:30PM-2:00PM: Presentation - BIM: What’s Around The Bend? - John Locke, Sr. Principal Research Scientist, Autodesk

2:00PM-2:30PM: Presentation - PCL Rocky Ridge Recreation Centre

2:30PM-3:00PM: Presentation - Using Mobile Technology to Reduce Risk

3:00PM-3:30PM: BREAK

3:30PM-4:30PM: Panel Discussion - Alberta Next Steps

4:30PM-5:00PM: CanBIM Certification Update & Ceremony - Pietro Ferrari, Chair of Education & Research Committee

5:00PM-7:00PM: Closing Reception

Workshop 1 - BIM Foundations: Are We BIM-ing Yet?
Lead Instructor: William Myers, Director of Operations, Global eTraining

Are you looking to sharpen your understanding of what BIM is, or review how BIM can benefit your company?
This workshop aims to provide a better understanding of the basics of BIM, then moving into practical concepts and workflows, which have been proven effective globally. 

Some key issues this workshop will cover are:

Are you really doing BIM?
• Levels of BIM - What are you trying to accomplish?
• Impacts to workflow, culture, technology itself.
• BIM – what is it good for? (Visualization, Virtualization, Project Management)

BIM Fundamentals
• What is BIM and why?
• Benefits and Challenges of BIM
• Terminology - Strategy Stage, Project Planning, Operational Phase
• BIM Acronyms

BIM Roles and Responsibilities
• Overview of Roles
• Client Driven Roles
• Supplier Roles
• Role of Information Management

Workshop 2 - BIM For Practitioners: Collaborative BIM Workflows & Processes for all Stakeholders 
Lead Instructor: Martin Neault, Major Projects BIM Leader, DIALOG

Evolving project delivery brings quick changes in process methodology. Understand how new processes and changes in the working culture are opening opportunities to a more collaborative and integrated way of delivering projects. The dynamics are different today and continuously moving to a more collaborative working philosophy. 

BIM is moving stakeholders out of their silos with a different workflow. Learn how some AEC leaders are managing the process of interoperability and collaboration in a successful way including the design team and contractor/trades through BIM project Execution Plan. 

Workshop 3 - BIM for Owners: Expectations, Challenges and Rewards 
Lead Instructor: Geraldine Rayner, Director Architect AIBC BA DipArch RIBA LEED®AP, SummitBIM

BIM is transforming architecture, engineering, and construction. Yet, many Building Owners are not seeing the full benefit of data flowing through the building life cycle from design and construction to facilities management. Why not? 

This workshop will work through the steps that need to be considered to control this new digital process so that the maximum benefits can be reaped. Starting from the very beginning – what the definition of BIM should be for Building Owners – this is a fast-paced, interactive session:

• Demonstrates why you can’t afford to ignore BIM from a business case perspective;
• Offers insights into the challenges for an Owner and how to overcome them;
• Delivers a practical outline for defining a BIM process that meets expectations;
• Offers proven tactics for reaping the rewards of BIM in Facilities Management.

Hope to see you there.


Friday, 2 June 2017

Who's in charge of your Revit project??

Re-posting this as it's valuable information that I've refereed too numerous times. I wrote this back in 2013 and the information is still relevant!

Really! You may have a team of people working on your Revit project but who's in charge? 
Well, the Architect of course.... Wrong! 

Sure the Architect may be in charge of the project but who's managing your Revit project? 
It's not the Architects, he's too busy dealing with client meetings and the contractors etc...

There may be a number of people in the office working on the project but unless there is a defined hierarchy of the Revit project team you may not be working efficiently.

That's what I have found, and have since created a structure for Revit project teams.
 By structuring your team and assigning roles you create efficiency in time and productivity. Structure like this helps people concentrate on their task at hand, it also reduces overlap of work and provides some consistency in project standards, content and responsibility. Kind of takes the pressure of the projerct Architect if the Revit project is managed well.

Here's what I've implemented:

Job Captain
  • Lead role in preparing contract documents
  • Oversees creation and development of the CD’s
  • Design construction details
  • Coordination junior members of project team
  • Organizes project team coordination and work meetings
  • Oversees the project team and work schedule, Team Whip.
  • Reviews drawings and identifies changes
  • Completes a periodic review of the drawings using the DWG project checklist
  • Coordinates other consultants (non-model specific)
  • Assists with Tender
  • Drawing Organization and Quality control
  • Reviews and identifies changes required by the project (may be a result of client or consultant meetings)
BIM Captain
  • BIM Modeling only
  • Prevent “over modeling” by others
  • Manages the “I” in BIM. Information in the families and model elements.
  • Defines schedulable information
  • Manages family content
Detail Captain
  • Coordination off drawing standards between consultants and internal staff
  • Manages the CEI drawing standards
  • Manages the CEI drawing process
  • Works with the Job captain on what details need to be included
  • Layout/sequence of sheets 
  • Organization of project browser views, legends etc.
Project Support Technician
  • Assist with design development
  • Assist with contract documents
  • Draw marked changes
  • Produce detail drawings from sketches
  • Research materials and finishes
  • Assist with Tender
  • Assist with Contract Administration
  • Assist with Contract close out
By better defining the roles that are assigned to people we can manage the workflow of a project creating better efficiency.

With the addition of the BIM Captain and the Detail Captain, along with additional definition of the Job Captain, we can better manage the staffing resources assigned to a project. By clearly assigning roles and responsibilities of each team member of a project it reduces confusion over who is responsible for specific tasks.

Multiple roles can be assigned to specific people.
For example a project may only require four key people:
Project Architect
Job Captain
BIM Captain
Detail Captain

The Project Architect will attend meetings, and deal with the client etc…. The Job Captain can work closely with the Project Architect and the consultants as well as overview the development of the CD’s. The BIM Captain develops the Revit Model and works closely with the Detail Captain who manages the development of the Revit  file and organization of the sheets etc. Both the BIM Captain and the Detail Captain take on the role of the Revit Techs.

On smaller projects the BIM Captain and Detail Captain may be assigned to the same person.
On larger projects each role will be assigned to specific individuals.

Depending on the scale and scope of the project the skill level and experience of the person will play a factor on what role will be assigned. This gives less experienced staff the opportunity to experience each these roles.

So far this has been working out pretty good!!


Tuesday, 23 May 2017

Driving Factors for BIM Adoption

What's driving your BIM adoption?

From, my experience I have found that there are some key factors driving BIM adoption in the AEC industry.

BIM is an extension of the Design, Construction and operation processes, utilizing a collaborative approach to managing data at all the stages of construction. The Design and Construction industry globally have seen a decline in the profitability over the last decade resulting in the demand for innovation and improvement on how we design and deliver buildings and infrastructure.
We are already seeing the adoption of BIM playing a factor in the AECO industry for a number of reasons, for example in Africa the drive to adopt BIM is being driven by the Quantity Surveyors, in North America we’ve recently seen a shift in BIM utilization from Architects driving BIM to the Construction companies utilizing BIM for construction management including quantification, construction sequence and staging and collaboration helping to reduce time and cost. 
Projects are difficult at the best of times, everyone is concerned about cost over runs, risk mitigation and ever ballooning scope of work. Adopting BIM can be challenging, it changes the conventional design process that we are all use too. 

The conventional process is broken and inefficient for the needs of today’s high demand projects. We have to collaborate more effectively, produce more efficiently and deliver a high quality package to our clients.

 When a project succeeds we all succeed

There are a number of driving factors that play an important role in the successful adoption of Building Information Modeling.

Client Demand.
BIM is becoming a requirement on more and more projects as our clients develop an understanding of the benefits of BIM. As our clients are educating themselves on BIM they are demanding the project be completed utilizing BIM so they can take advantage of the many benefits including sustainability (social responsibility), workplace environment. Clients are quite often willing to pay more to achieve these needs, however they will demand a high level of BIM from all parties.
BIM Mandate. 
Were seeing more and more countries and organizations mandating BIM as part of their RFP's. Government authorities both Regional and National as well as International companies mandating BIM as they see the long and short term benefits of a BIM project. 

Competitive Advantage:
As the use of BIM is becoming more commonplace in the design industry those who have adopted BIM are slowly loosing their competitive advantage. However, as BIM becomes more prolific companies who are utilizing the BIM beyond generating "construction drawings" are seeing a competitive advantage as they can deliver "value added" services as well as "billable" additional services. 
Value added could be as simple as generating Stereoscopic views for use in Google cardboard which can be generated very easily and quickly to additional billable services could include higher level of VR engagement,  marketing uses, building operations use etc. 

What are your driving factors and look for additional area's you can utilize BIM to enhance your business model, opportunities are numerous...


Saturday, 18 March 2017

I need a 3D printer

I need a 3D printer.. and here's why..

I struggle to justify the outlay of $$ for a 3D printer... What am I going to use it for? 
It's really cool, and I want one... but what would I print that would justify the cost? 

I now have a reason... My dog broke her leg. (Awwww)

Gigi in a cast.
 Aside from costing me a fortune! I have to go back to the vet regularly for check-ups of the cast. Now with any cast fiberglass cast there are a number of instructions you need to follow to care and maintain your cast including:

  • Dont get it wet... so you cant bathe or go outside if it's raining (or in this case, pee on it).
  • It smells... your limb is encapsulated for the duration, typically 6 weeks. and it doesn't get any fresh air.
  • It doesn't get any smaller...although your limb will atrophy so you'll need to replace the cast.
  • You cant take it off (easily) to check any wounds or scratch an itch.
So hence the need for a 3D printer!

I'm no stranger to casts, had a few myself and I expect I will need more in the future (I typically go 7 years between incidents requiring a cast).

So being able to print myself a cast at will could save myself a fortune! 
I know when I've broken a bone, I knew when Gigi slipped and fell while jumping into the back of my car that she broke her leg, the distinct "pop" also gave it away.

I could have used computational design tools to assist me in designing an appropriate cast specific to her needs, using my phone to 3D scan her leg and applied a hinged removable cast to her broken leg. 

Now, all I have to do is justify the purchase to my wife... ;-)


Monday, 6 February 2017

Is Germany ready for Building Information Modeling?

On January 17, 2017 Scott Chatterton, International Building Information Modeling (BIM) Integration Lead and Digital Design Leader for BIM Planning and Quality, HDR, Inc. and Dereje Alemu, BIM Director at HDR TMK in Germany, together played an active part in the advancement of BIM with their presentation at the “Future of Building” at the BAU 2017 in Munich, Germany. The two HDR BIM representatives presented the “Perspective of Global BIM Adoption” to a compelled audience within an extraordinary setting of other well-known BIM experts at the World’s Leading Trade Fair for Architecture, Materials and Systems. Focusing on a better understanding of international approaches to BIM and levels of BIM adoption that currently vary widely from continent to continent, they presented crucial driving factors that have influenced BIM adoption in North America, Australasia, Africa, the Middle East,  and especially Germany. How ready is Germany for BIM adoption? The two BIM experts were asked to share some of their personal impressions on BIM adoption in Germany reviewing the event.

What challenges do you see regarding BIM adoption in Germany?

Scott Chatterton: Germany faces a number of unique challenges in the adoption of BIM. The challenge I see especially in Europe is the diversity of BIM applications and software. As the BIM software market develops in Europe the demand for a stable universal platform, such as Industry Foundation Classes (IFC) will develop, currently we are seeing issues collaborating on multiple platforms. This needs to be resolved so as to facilitate collaboration. Cloud collaboration applications may also be a solution to this issue as we are globally seeing an increase in utilizing cloud technology in the collaboration process involving all parties of the project.
©: Messe München GmbH

How can we find solutions for BIM development in Germany?

Chatterton: Germany is in a good position to take advantages of the lessons learned and the processes already developed in countries that have already adopted BIM. Take a close look at how BIM has had an impact on the workflow and the processes that were developed as a result of BIM adoption in other countries such as the United States and the United Kingdom. Companies in Germany can then utilize this information when developing their own BIM workflow. By referring to these proven methods you will be able to develop your own processes faster and implement BIM quicker.

What is your outlook for BIM adoption in Germany? When is Germany ready for “real” BIM?

Chatterton: I personally think Germany is ready for BIM now. “Real” BIM won’t be achievable until more and more companies adopt BIM and are able to collaborate together on a BIM platform, the rate of BIM adoption will increase rapidly as the competitive advantages of BIM are realized. It is never too early to adopt BIM. In fact, adopting BIM early will place your business at a competitive advantage as the markets demand for projects to be completed utilizing BIM increases. Now is the time to develop the BIM skills and processes to position yourself as a leader utilizing BIM technology and process.

BIM project: Rhine Ordnance Barracks Medical Center Replacement, RamsteinWeilerbach
Germany © HDR, Inc. and HDR TMK Planungsgesellschaft mbH. 

From your German point of view, Dereje, what is your outlook for BIM adoption in Germany? What is practically needed to push BIM broadly throughout Germany?

Dereje Alemu: Well, I am nearly as optimistic as Scott Chatterton. Nevertheless, we need more obligatory practical and theoretical training on BIM provided and pushed by universities and architectural associations in Germany. Young architects arriving directly from our universities should be used to work with the BIM method. In consequence, this generation would be directly ready for BIM and practical BIM projects. Moreover, this would push the change management in architectural companies, even in smaller ones, to provide essential training for all of their staff bringing them to a suitable level of BIM collaboration. Moreover, in Germany we need to extend our existing structures of interdisciplinary collaboration implementing BIM as this is a known requirement of “real” BIM projects. I personally think universities and architectural associations can play a key role to accelerate this aspect of BIM development, too. Finally, BIM is an investment for architectural companies – but, I strongly believe it pays off. 
©: Messe München GmbH

Finally Scott and Dereje, how did you like the special BIM occasion at on the World’s Leading Trade Fair for Architecture?

Chatterton: I loved it! It was great to see the audience participation and interest in Building Information Modeling.

Alemu: It was a great BIM event and I would love to follow up the discussions with this interested BIM audience as soon as possible.

Thank you both very much for sharing your impressions!

©: Messe München GmbH

Thursday, 19 January 2017

How to Succeed in Implementing BIM Part 2: The Four Phases of a Successful Implementation of a New Process

The Four Phases of a Successful Implementation of a New Process
Continuation from How to Succeed in Implementing BIM Part 1

Phase 1: Preparation and Evaluation
Analyze your current processes and abilities, create a baseline to help you evaluate areas of attention as part of the new process implementation process. A review the current operations will assist you in recognizing and addressing area’s where improvements can be made that have the biggest impact.

Evaluate your current technological needs, make sure your computers and network will be able to meet the performance requirements of any new software. Research what you need and plan accordingly in preparation for moving forward, best to do this early on to minimize staff’s frustration and the impact of upgrading equipment.

Engage your staff, take advantage of resource by recognizing existing knowledge and understanding, inclusion of staff is very important to gain their confidence and trust in the implementation.

Phase 2: Establish Goals and Milestones
Objectives, Stages & Milestones; specific policy objectives, intermediate capability stages, and measurable maturity milestones separating current status from a quantifiable future target.

To measure your progress and success you need to establish goals and milestones, these should include both short term and long term goals. Each organization has an ultimate ambition and long-term goal when it comes to adopting a new process. Based on the ultimate ambition, intermediate goals need to be defined together with measurable progress indicators and targeted milestone. It is important to set achievable goals and milestones, to avoid discouragement taking over a successful adoption.

Phase 3: Define the Process
Through defining your goals and milestones you’ll be able to use these to help you start to clearly define the implementation process, typically the process can be broken down into three categories including; People, Process and Technology.  Breaking the process down into these three categories will help you define the processes and clearly outline each the steps and how they relate to each other.

People are crucial to the success of implementing any kind of new process, for this to be successful you need to gain their confidence and trust that the implementation of any new processes is an improvement to the old. Identify when, how, who and what training is needed to reach the next milestone.

The biggest hurdle for any organization is the change in culture, by undertaking effective “on demand” training combined with “hands-on” expertise to assist and reassure staff that they have somewhere to answer questions and play a supportive role.

Training is an investment in your team, and your organization.

As your staff develop their skills and an understanding of your goals and objectives, you will start to see confidence develop.

Internally Look for Drivers & Champions, people within your organization that are enthusiastic and supportive of changes that make improvement. These individuals will demonstrate a willingness to participate in the adoption and seek out efficacy and innovation in the system and process.

If your new process or workflow involves new software , look for competent educators and learning resources that cover the concepts, tools and workflows. These can be either delivered through tertiary education, vocational training, professional development or by training sessions held by “in house” champions.

Develop processes that are flexible, manageable and can evolve alongside your organization and the developing industry. Implement the process gradually and have key adopters take the lead and encourage the change in culture.

Technology is the tools of our trade, having the right tools allow us to achieve our goals. Having inadequate tools not only limit production but also play a major factor in staff moral. Technology plays an important role in any organization. Consider future expansion while measuring against the immediate needs. Balance the need verses associated costs, review accessibility and affordability of upgrading necessary hardware and upgrades to software and network systems.

Phase 4: Implementing and Monitoring
Once a certain level of comfort is reached, the capabilities and process should be assessed and reviewed through developing metrics for benchmarking project outcomes and assessing the capabilities of individuals, organizations and teams.

The team should not only have a process to follow but also have available to them the resources to be efficient in their tasks. Having unreliable resources, or worse yet resources your team are unable to find, gives them permission to create their own content, essentially disregarding any quality control and duplicating work already completed.

Invest in the time to fully evaluate your existing processes, what works, what doesn’t work and where gaps appear in the processes. Through a thorough review of existing process you will be able to clearly define the flow of operations and the impact BIM has to all aspects of business. Review your own processes with fresh eyes to see where you can make improvements, look at it from the standpoint of production and what resources you would need to efficiently complete the task at hand.

Measurement & Optimization
  • Make process easy to follow, keep it clear and easily understood, don’t make a process too constraining or onerous or you’ll find that no one will follow it.

  • Make your process flexible to accommodate a variety of situations or your staff’s needs.

  • Provide information on the process in a variety of formats, such as online, printed booklet form, pdf etc. Make it readily accessible to everyone in formats they can relate to, too encourages adoption.

  • Having management promote and endorse the process is the key to a successful adoption.

Adoption of a new process takes time, continual promotion through encouraging awareness and engagement of the processes until it becomes part of the culture. Monitor your team, provide constant reminders that that will encourage the development of a culture that follows the processes.

Finally, be patient and flexible. You’ll need both to successfully implement change.

Tuesday, 17 January 2017

How to succeed in implementing (BIM) process Part 1

When speaking with project managers I often hear their frustration in having to not being able to fully complete the documentation often required as part of a formal process, often a Quality Control process. I often hear that we have the “right approach” but “not the budget” when trying to incorporate Quality Control strategies into their production process. Managers are pressed to produce deliverables on a tight budget within a compressed timeframe, time spent filling out documentation associated to a formal process are often seen as an inconvenience, a low priority, or even a waste of time. The pressure of having to deliver product, along with the challenges of inconsistency in team members and design changes outweigh the perceived need to fill out forms or follow a process they feel is not necessary.

We spend a lot of time developing process and building the associated resources, having a clear path and the tools available for people to make their goals successful is very important, however we need to also include educating the decision makers on the “why” of any new process, those that have an impact on how budgets and resources are assigned and ultimately contribute to the success of any implementation.

By implementing process during the early stages we dramatically increase the success rate of projects, success rely’ s on having, and implementing, a plan early on so as to avoid having to address issues that could have been easily been avoided or recognized through proper planning earlier on.

We need to start addressing issues before they become problems, the key to this is through the education and implementation of process, at all levels of the organization, especially at the higher management level where decisions on timelines and budgets are made making available the time and resources so we can be successful.

We don’t develop process just for the sake of creating paperwork, or to satisfy the needs of a contract, processes are developed after learning from previous mistakes and learning from lessons learned from past projects.

What do you need to know about implementing a new process?
Do your homework, find out what the driving factors are for making any changes to your existing process, and spend some time finding out the current understanding of the process and where the current breakdowns exist.  

Deliverables: Specify exactly what your organizational deliverables are, regardless of whether that’s a service or product your organization should have specific goals and expectations on what is delivered to your clients. From this you will clearly be able to provide what is required and recognize opportunities where additional services can be promoted. 
Create specific policy objectives and measureable milestones separating current status from a quantifiable future target. Through this you’ll be able to gauge success and improvement.

Drivers & Champions: These are individuals who are excited about the prospect of developing an innovative system/process and engaging in the implementation process.

How will improving your process play into your business strategy?
Review your objectives and strategies, you may have to adjust your goals and objectives to suit the needs of your organization.

Here are some of the benefits of improved process you can take advantage of as part of your business strategy:
  • Sustainability
  • Innovation
  • Quality – Efficiency in process
  • Competitive advantage
  • Collaboration, opportunities to collaborate with similar businesses
  • Risk Mitigation – Information management, time efficiency, saving $$
  • Data Management
Often implementation fails not due to the lack of staff participation but rather the failure of management to fully understand what the adoption really means. There is a lack of understanding of how the new process will have an impact on how business is sourced, procured and executed. Management need to fully realize the short term cost of implementation versus the long term benefits of adoption of a new process.

A successful implementation strategy needs to be customized and assessed for each unique situation, however, looking at it from a high-level, there are four distinct stages that can be identified and help shape the outlines for a successful adoption. 

Continue reading part 2 on the next blog posting, "The Four Phases of a Successful Implementation of a New Process"

Wednesday, 11 January 2017

CanBIM Vancouver: Facilitating Change In The Construction Industry

Hi all, I’d like to personally invite you to attend the CanBIM Regional Session in Vancouver on Feb 1-2, 2017. It promises to be a very interesting event filled with great presenters and important content. 

CanBIM Vancouver: Facilitating Change In The Construction Industry is intended to encourage and support the mindset surrounding change management, collaboration and the alignment around the adoption of building technologies and sustainable practices among all disciplines, stakeholders and decision-makers.  

As you may be aware I am a member of the Board of Directors for CanBIM and have been involved in putting together the Vancouver events held this time each year, this year’s event we have brought together a wide variety of AECO industry leaders including:
  • Sandy Tragus; CFO Mountain Equipment Co-Op
  • Dermot Sweeny;  Sweeny & Co. Architects
  • Helen Goodland; Principal, Brantwood Consulting & BC Construction Assoc.
  • Clint Undseth; VP Innovation, Stuart Olson
  • David Redfern; Lafarge EVP
  • Brian Tucker; VP Development Construction Westbank Properties
  • Michael Chubb; Innovation, Vancouver International Airport
To name but a few…

Of special note is our Keynote Presenter, the Honourable Amrik Virk, the Minister of Technology, Innovation & Citizens’ Services who will be sure to engage and inspire. 

Keynote Speaker Announced! 
Honourable Amrik S. Virk, 
Minister of Technology, Innovation & Citizens' Services, 
MLA for Surrey-Tynehead, Province of British Columbia
Please check out the CanBIM Website for Agenda details.

CanBIM  Member  -  $300.00
Non-Member  -  $350.00
Student  $65.00 
CanBIM  Student  Member  $45.00 

Thursday, 5 January 2017

BAU 2017 - Munich Germany

If your in Munich, Germany on January 17th, 2017 attending the BAU 2017 Conference seek me out, I love connecting with my readers.

BAU is the World's Leading Trade Fair for Architecture, Materials and Systems. It is a gathering for everyone involved in planning, building and designing buildings, i.e. architects, investors, industry and trade representatives, building tradesmen, etc.—in an international context.

I'll be presenting on the following topic talking about the state of International BIM adoption and how best to implement BIM, taking advantage of lessons learned from around the world.

The Future of Building > BIM - Building Information Modeling

Best practice: Basics, philosophy, implementation and methodology of BIM

15:00-15:45 h  |  Hall C2 Forum C2 Stand C2.309
Speaker: Scott Chatterton, Dereje Alemu