In this Viewpoint article, architect and technologist Bill Dickens, discusses the importance of systems and taxonomies, and proposes a taxonomy of only 21 Building Systems to cover the complete set of architectural, engineering and construction tasks. The concept is based on his work developing logic diagrams of the AEC process as a Systems Analyst at Smith Hinchman and Grylls, where he scheduled the 300,000sf SUNY, Stony Brook Medical School.
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This article, authored by Michael Tardif, Director of Integrated Project Delivery Systems at Grunley Construction Company, Inc., discusses the rationale for the agcXML, which was developed by the Associated General Contractors of America (AGC) in collaboration with NIBS as a standard to support the exchange of business information during design and construction.
In this Viewpoint article, Eric Lamb, Dean Reed and Atul Khanzode of DPR Construction, Inc., analyze the rapid adoption of BIM technology from the perspective of the “Hype Cycle” devised by research and consulting firm Gartner Inc., which captures the over-enthusiasm and subsequent disappointment that typically occurs when a new technology is introduced. Based on DPR’s extensive experience with implementing BIM as well as working on several IPD projects, they provide suggestions for the AEC industry to move beyond the hype of BIM technology and for architects, engineers, contractors and owners to maximize the rewards of adopting and integrating BIM into their business.
In this Viewpoint article, Dr. Burcin Becerik-Gerber, Assistant Professor in the Sonny Astani Department of Civil and Environmental Engineering at the University of Southern California, and her graduate student, Samara Rice, discuss the results of a recent survey they conducted as part of a research project aimed at determining the return on investment (ROI) of BIM.
In this Viewpoint article, Andrew Hollomon, Principal and Director of Information Technology at Zimmer Gunsul Frasca Architects LLP, describes how he implemented a five-point plan to improve operational efficiency in his firm in less time and lower cost than anticipated. As a result, the firm’s entire 500-person staff now has more time and higher-quality project information to devote to projects and clients.
This Viewpoint article by Mike Whaley, Director of Preconstruction Services at J.H. Findorff & Son, Inc., emphasizes the need for organized team building as part of the IPD process. Simply putting all the team members in the same room does not necessarily build good relationships and an integrated team. More effort and planning needs to be put into establishing the components of TEAM (Trust, Enthusiasm, Appreciation, and Mutual respect) that can be continued throughout the duration of the project and maximize the full potential of IPD.