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!!

Sc

Being an Outstanding BIM Manager - 2

2.     Quality Control

Outline, develop and maintain a quality control process. Examine your documentation of protocols and procedures around the design process, strategies for sharing and working with consultants, and how the Revit model can be used with other software and consultants.

The BIM manager must develop and maintain the BIM support files and documentation including the structure, development and maintenance of templates, define what constitutes a comprehensive component library, and outline how to develop and maintain a quality assurance and quality control system. 

Examine your internal documentation of protocols and procedures around the design process, strategies for sharing and working with consultants, and how the Revit model can be used with other software and consultants.

Having a manual is great…. When people read it and keep it handy. My experience is that after the standards document is created it is quickly out of date and easily forgotten and left on the shelf. By incorporating your standards into the template it makes it easier for people to follow.

Don’t be so rigid in your standards, they’re a guideline not hard and fast rules! Our industry is full of creative people who need boundaries but not fences. If it works and doesn’t adversely affect the process (ie; keeps the look and information consistent) give your staff the flexibility to improve how things are done, this can only be done if they have permission to “colour outside the lines”.

The “What”

–      What exactly do we need to change?

The “How”

–      How are we going to do this?

What are the Goals?

·       Produce a BIM Management system that meets the organizations goals of profitability,    consistency, efficiency and accuracy

·       Establish a collaboration and communications plan

·       Clearly defined BIM work plan – BIM Execution Plan

·       Consolidation of all BIM supporting documents

·       Address the needs and concerns of Project Managers and Technical staff

·       Structured in accordance with the existing flow of operations

·       Introduce/reference a quality assurance and control process (QAQC)

How we currently collaborate – the “traditional process”

  - File Exchange – VPN, Email, C4R…

  - BIMx, LOD Matrix, BIM Lead Meetings

  - Our consultants level of expertise in BIM

  - Their knowledge has an impact on our ability to deliver

  - Our level of expertise in BIM

  - Source out your Revit Rock Stars

  - All other aspects of our business including:

      Project Management

      Marketing and Business Development

      Finance

      Human Resources

Afterthought
Ask when the last review of your companies QAQC process was updated.

Get organised! I know it takes time and we all have tight deadlines on projects, but nothing can create “time” like being well organised. Start with your own desk, take time each day to get organised and plan what you want to achieve that day, even if it all goes awry for the most part you’ll be able to check off your “to do “ list and get more accomplished.

Ask for feedback, you don’t have all the answers and getting other peoples perspectives widens your view of how things can be improved upon. Ask what works and what doesn’t work.

Buy some colour pencils and a colouring book, colour outside the lines… ;-)

Being an Outstanding BIM Manager - 1

1.     Business Development and Direction

Examine how and where BIM can improve your business opportunities.

Advancing the BIM Agenda in your firm

Talk to the decision makers and present to them the benefits and capabilities of BIM.

How can we educate our clients to take advantage of our services.

Be a part of the initial project process, talk to the clients about what BIM can for the benefit of the project. Make the promotion of BIM a marketing opportunity for your firm.

Business opportunities utilizing BIM

What opportunities are out there utilizing the power of BIM; QTO, Visualization, Marketing, AR, VR.... etc....

Through the adoption of collaborative delivery practices, project outcomes are enhanced through the alignment of the goals of the project team and early involvement of all members of the project team.

Things to consider when establishing your BIM project are:

• Who should be included in the team
• Establishing principles of trust
• Methods for enhancing effective collaboration and information sharing
• Ensuring team success through successful collaboration
•  Establishing project team decision making process

Afterthought

If you are not in a position to educate the decision makers start at a level where you can. 

Start with your peers, introduce them to new tools and features they may not be already using, you will quickly be known as one of the “go to guy” in your office and this will elevate you to a position where you will have an influence on those around you where your comments will be heard and given the proper consideration they deserve.

Next time you have the opportunity to speak with senior staff mention how aspects of BIM can be utilized for the benefit of the project. For example next time you’re in the elevator with a partner or project manager mention to them ways that the model and be utilized for the benefit of the company or the project.

Plant the seed….