Monday 24 August 2015

IrisVR Release v0.2.3; Revit direct to VR

IrtisVR has recently released it's latest version of their VR App.
This release has been several years in the making. Behind the scenes of the latest release; IrisVR reads the 3D model and pulls out relevant file information. While reading this 3D geometry, they have optimized the software to improve stability, reduce loading times, and expand file support. 

The manual process of creating VR walkthroughs can take hours (if not weeks), but  Iris v0.2.3 will reduces the process to seconds

IrisVR is a standalone piece software, which  the users download and install the software themselves without needing to send their files to a consultant. 

This provides users fast access to VR throughout the entire design process, allowing you to show the design ideas in VR with your clients, creating a seamless integration with existing design workflows.  

New Features
    •    Revit 2014 - 2016 File Support
    •    Autodesk Material Support
    •    Navigation Overhaul
    •    Improved Daylighting
    •    Screen Space Ambient Occlusion
    •    Scale Model "Dollhouse" Mode
    •    File Load Time Improvements
    •    Start Position Reimagined
    •    New Revit VR Plugin

Known Bugs
    •    Jagged edges caused by aliasing
    •    Dollhouse mode doesn't calibrate properly with cropped Revit 3D views.

This new solution enables users to quickly view their Revit files in VR! 

To access, go to and log in to download the latest build of our software. 
Controls and installation instructions can be found at

A video announcement that showcases IrisVR 0.2.3 is also available that will explain how to get your files working in Revit in seconds: 

This release is intuitive and I know IrisVR are very excited to see how companies use it. 

Send me your feedback via comments.


Wednesday 19 August 2015

The Misconceptions of IPD

There’s been a lot of talk lately about IPD (Integrated Project Delivery), but with it has come many misconceptions, misunderstandings and miscommunication about what IPD really means.

The American Institute of Architects (AIA) defines IPD as "a project delivery method that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction.”

The Integrated Project Delivery method contains many specific components, including continuous involvement of the owner and key designers and builders from early design through project completion,
an alignment of the business interests of all parties through shared risk/reward, and joint project control by the owner, key designers and builders. As you’d expect, a true IPD model is truly integrated, sharing and spreading responsibilities and rewards among all parties.

As an architecture firm, we are seeing many requests for proposals that request IPD, but also refer to other delivery methods such as design-build, stipulated sum and even P3—all in the same proposal. This indicates to me that our clients are interested in IPD but are unsure exactly what’s involved. This can be troublesome, as a confusing RFP puts not only the contractors and consultants at risk but the project itself.

IPD isn’t a new model—it’s been around in one way or another for many years, though true IPD projects are few and far between. It takes a special client and project team that fully agree to all the terms that an IPD project requires. After talking to many contractors, consultants and even clients, my experience is that most do not fully understand exactly what’s involved in a true IPD contract.  

Everyone is willing to improve the construction process, and a modified IPD can be the tool to do so. Many so-called IPD projects are just this: a modified IPD contract that conforms to the ideology of an integrated project. Construction companies, consultants, suppliers and, most importantly, the client all want to be a part of a successful project.

With a little knowledge and a desire to improve how we design and construct buildings we can change the process for the better. We can incorporate aspects of IPD and modify the contract so all parties involved are comfortable and happy with the outcome, and as we do more and more of these IPD-type projects, the parties involved will become more familiar and comfortable with the process and we can introduce more aspects of a true IPD contract.

Currently, at HDR | CEI, we already do many aspects of Integrated Project Delivery simply as good business practices. Educating our clients and the project team are key to a successful IPD project and to making everyone comfortable with the process and the contractual obligations.

People are often confused with the differences between Integrated Project Delivery (IPD) and Integrated Design Process (IDP). In addition to the contractual obligations of an IPD project, it also includes aspects of the integrated design process. Both require the project team to collaborate together in a specific manner for the benefit of the project and ultimately for the benefit of the project team, ensuring a successful project.

IPD and IDP differ in some key aspects. IDP projects do not require all parties to have a “business interest” to the point of shared risk and reward. Financial gain is not necessarily tied to a successful project outcome.
Having all parties involved, including the owner, consultants and construction company, at the onset of a project is beneficial. It facilitates an environment in which all parties agree to share information and ideas, and are willing to compromise and work together. Dialogue between all parties is open and communicative, egos are left at the door and input is expected and appreciated from all levels.

We do many projects using an IDP approach. Any project with careful collaboration between the consultants, client, contractors and suppliers is an IDP project. A client or owner can specify IDP as part of the contractual obligations of participating in a project without the financial risk/reward of a typical IPD project.  

However, when specifying that a project will incorporate IDP, the expectations have to be clearly defined early on. A roadmap of how collaboration is to occur and what is to be expected from all parties involved needs to be clearly laid out in advance with sufficient time allocated to collaboration and dialogue.

If you are considering an Integrated Project Delivery model for your next project, be clear to your team exactly what your expectations are, select a team with experience and a willingness to collaborate in a way that benefits the project. Those are the keys to a successful IPD project.

Monday 17 August 2015

Not everyone needs to be a Revit Rock Star!

Not everyone wants to be a rock star, some team members are quite happy keeping their head down and do the work assigned to them and they have no desire to take on additional responsibility or step out of their comfort zone. These are my “Steady Eddy’s”, team members who focus on getting the work done!

And that’s OK!

Not everyone needs to be a Rock Star!

It’s your job to recognize these individuals and guide them to be the best they can possibly be (or want to be), some individuals are goal oriented achievers, whereas others will make it quite clear to you that they have no interest in taking on responsibility, they just want to do their job, and do it well.

By recognizing this you can adapt the direction you are “encouraging” each of your team members. Don’t try to push someone to be a “rock star” who is not interested, it’ll backfire on you and end badly. By understanding each team member you can gauge how best to utilize their skills and how comfortable they would be stepping out of their comfort zone.
Utilize your “steady “Eddy’s” in positions where production is key, you can typically rely on these people to produce clear accurate work when provided with clear accurate direction. 

These team members are your foundation to the productivity of the project and should not be neglected. Your steady “Eddies” will progress on their own time, they will wait to see what has been proven and when they are ready and have seen firsthand the proven path they will be ready to move forward.

I’ve spoken previously on team members who are either not read, or willing to move forward, here you have two options; either redirect their knowledge into a position where you still can utilize their depth of knowledge or let them move on where their comfort level is more in line with another company. Reluctance to do this will result in your team working to the lowest denominator. Don’t let someone’s reluctance to move forward inhibit the rest of your team, this will only result in frustration of those wanting to move forward and hold back potential team members from reaching their goals. Ultimately you will lose the key people who are beneficial to your company and you will be left with those who are holding you and the company back.

Do whatever you can to provide encouragement to your team, make resources available for those who want to explore their possibilities, praise and reward your “steady Eddy’s” you may be surprised as to who takes up the challenge and becomes your next Rock Star!


Thursday 6 August 2015

Project Stingray

If you havent already check out Project Stingray from Autodesk.

Stingray for Design Visualization

A direct link to 3ds Max and real-time rendering enables you to walk through designed spaces before they’re built.

View images of Stingray, a 3D game engine that helps advanced and novice game makers create visually stunning games. Stingray is also a real-time rendering engine that helps design professionals better visualize their projects and present their ideas to clients. Stingray is integrated with 3ds Max, Maya, and Maya LT software.

Image taken from
Imagine combining the power of 3DsMax and Revit!
Check out more here: Designliving