Civil Asset Model Management at DEN

All right, hello, everybody. And welcome to Civil Asset Model Management at DEN. The class number is CI602769. My name is Clint Davis. And I am a civil BIM project manager. And I work at Denver International Airport in a department called Asset Management, in a sub-department called Digital Facilities and Infrastructure.

This is the Autodesk safe harbor statement based on they don't want you to make purchasing decisions. You can read that for your own benefit.

A little bit about me, I have spent most of my life in Alabama, recently moved to Denver, Colorado. I lived here about five years and worked at the airport for the past two. I have a background in civil engineering and environmental consulting. Basically, I learned AutoCAD Civil 3D to help deliver projects when I was a consultant, consulting for mining and erosion control projects.

And I've sort of taken my civil knowledge on with me at each stop along the way. I was a consultant working in the dams and water infrastructure space before joining the airport. I'm a certified professional in erosion and sediment control. And I recently became an Envision Sustainability Professional related to our airport projects.

At the airport, we are operating under two visions, or operations, strategic plans basically to guide our decision making and projects so that customers can be serviced well and so the airport staff makes really good decisions. Our CEO, Phil Washington, has developed Vision 100 and Operation 2045 to support the airport and how we manage our budgets and capital infrastructure projects.

Our primary strategic goal that we've been working under for the last year or so is called Vision 100. And Vision 100 is a goal where we were going to prepare the airport, or we are preparing the airport to service 100 million passengers annually. The airport was designed about 25 years ago to handle 50 million passengers annually.

And obviously, we have a very old-- not a very old building, but an old building that needs a lot of maintenance. And in order to perform maintenance and to grow our infrastructure, such as Pillar 2 and 3 suggest, people are behind all of that. Phil Washington, our CEO, is huge about people and really making great decisions around who we hire and what the work that they do and allowing employees to do their best work possible.

So Pillars 1, 2, 3, and 4-- obviously, you can read them on the screen-- are the main focal points of what we're trying to do. In asset management, we are primarily focused on Pillars 2 and 3, growing our infrastructure and maintaining what we have. But how we get that done is important to Phil. It's important to the city. And it's important to us in asset management.

And so these bullet points under the pillars, under the little cartoon pictures, are sort of the biggest focus. In Pillar 3, you can see there's update the strategic asset management plan. Our asset management plan is a little dated and needed to be updated to reflect 2023, through 2022-2023 conditions.

And so in order to accomplish these bullet points under Pillars 1, 2, and 3, there are guiding principles in which we make decisions. And those are in that orange bar at the top. Primarily, we're-- well, we're focused on all four of them equally. But I have them numbered here in my notes, but they're not really numbered at all because they're-- sustainability, equity, operational, excellence, and customer experience are primary to pretty much everything we do.

If an employee or a department, if we have a request at the airport we have to justify the decision or the request under the guiding principles and Vision 100 currently. And if it doesn't meet any of those goals, then obviously it's not going to be important to the executive portion of our airport and ultimately the people of the city of Denver and the people of the state of Colorado.

Our airport has about a $36 billion economic impact to the state of Colorado. And so the things that we do at the airport are important. And they reach beyond just city employees. And they reach beyond just physically at our airport. So we have these great strategic goals in order to do good things.

Equity, diversity, and inclusion is another one of the huge guiding principles that we go by. Also, to that effect, we are building a first-in-class center for aviation excellence. And basically, we are trying to build a pipeline of workers from diverse and an equitable background across the city and county of Denver and ultimately state of Colorado so that young people in the city know that there are a wealth of jobs available to them at the airport and that whatever their skill set becomes when they become older, they probably can apply those skills at the airport.

When I was a young kid, I never envisioned working in an airport. When I was getting a civil engineering degree, I never envisioned working at an airport. And here I am today loving working at an airport.

So then operational excellence, the other guiding principle, really goes to our operations, making sure planes get in and out of here on time. Make sure you don't lose your bags. Make sure that all of our partners at the airport-- are tenants, our airlines, the whole world of this airport-- can operate effectively and within the space that they have allotted.

And then, obviously the customer experience, if you've been to our airport recently, we have lots of construction going on that you can see and a lot that you might not be able to see. And eventually, that construction will be finished. And the customer experience will be greatly improved by a 90-- or let's say 100% of all the projects that we take on.

So the other and our newest strategic goal is called Operation 2045. That will celebrate 50 years at DEN. And we don't have all the details on this strategic goal just yet. We envision that it will have similar things, Division 100 and things of that nature. But our primary goal at that point is not 100 million passengers, but 120 plus passengers annually.

And then asset management and keeping the building and runways and the whole 9 yards going is going to be huge because you can't have an airport if the planes are crashing. And you can't have a runway if there's no fire stations. And you can't have a $36 billion impact to your state if your facility is not maintained.

So we have a huge task in Asset Management and Design Engineering and Construction department and Planning and Design, all of our divisions at the airport have a huge task in attaining this 120 million passengers annually. Where will we put all those people? Wait and see. We have big plans on the horizon.

So working at an airport as big as DEN, there are some fun facts. I'm not going to read every single one of these fun facts to you. But as you can see, there's lots of people coming in and out of here via lots of modes of transportation. And we have a huge number of total employment at the airport.

Between airlines and tenants, your coffee shops and your gift shops and your cargo departments and the whole shooting match, the Maintenance department behind the scenes that doesn't get a lot of credit for doing asset management and for keeping the building warm and keeping it cool in the summer, and all of those types of things, keeping the toilets going and the water fountains going, we have total employment just at 40,000 people. So if everybody was at work at one time and at our facility, we'd have 40,000 people here, plus all the traveling public, so huge numbers. So when you think about that many people being at your workplace, or being impacted at your workplace, it sort of makes your decisions a little more weighty.

So city employees, that's somebody like me. There are about 1,800 of us scattered across lots of divisions and lots of departments. So Phil has his hands full and is doing a great job. He was just recently reappointed as CEO of the airport under our new mayor, Mike Johnston.

So interesting things-- we have farms. We have solar power. You probably had a chance to read all that. I've got another page of fun facts here.

It's really telling sometimes to think that your workplace has $1.43 billion in gross revenue. If you divide that over 1,800 employees, that's a huge lift for any government employee to saddle. And our department really has no-- we don't really have any dollars attached to our department as far as revenue. Of all of our divisions, we only have a few big ones that really make a lot of money.

So there's some more fun facts for you. We have a lot of alternative fuel vehicles and solar. That really goes into our sustainability footprint.

And then the facilities piece is we have one terminal. We call the place where you come in and drop your bags a terminal. And we call the other spaces where you catch your plane a concourse. It seems like all airports do it a little bit differently. Even our airlines call them differently at our own facility.

We have a total of 161 gates. And we just added 39 new ones. And that wrapped up last year. 230 plus buildings over on the other side the 34,000 acres of land that is our airport footprint.

We are physically located in the city and county of Denver by annexation. And it is contiguous with downtown Denver. So you don't technically leave Denver if you were in downtown Denver coming to the airport. But a lot of our land was annexed from our neighboring counties, Arapahoe and Adams County. I'm not sure of the full breakdown on those details. That happened when I was a child.

Lost and found items, kind of crazy numbers there. And a good bit of those lost and found is actually your money that you leave here at the airport. That gets deposited in a bank. And if it's not claimed within a certain, whatever the legal statute is, it goes back to Denver's general fund. So don't lose your wallet at the airport. Or at least claim it if you do, because eventually we will spend your money.

So where are we at DEN? So asset management sometimes is in a lot of different places in different organizations. Sometimes it's in planning. Sometimes it's in engineering. Sometimes it's in maintenance.

At DEN, we are basically under the operations officer of the airport. But we're really in a sort of a world of our own, or what we refer to sometimes as a data silo. Sometimes we call all of our divisions a data silo. Affectionately, that's one of the things that Phil Washington our CEO really wants to break down. But that's where we are.

So if you'll follow from top to bottom, eventually you'll find us in the DFI group, the Digital Facilities and Infrastructure. We are a part of a group of divisions or departments that report to our chief operating officer, Steve Jaquith. And this is primarily operations, maintenance, parking, and then asset management.

The Asset Management group is two wings or two pieces, the DFI group, which I'm a part of. And then we have the PESA group, which stands for Planning, Estimating, Scheduling, and Analysis. They sort of deal with the day to day of are assets being-- or do they have preventative maintenance plans? And so on and so forth.

So that's sort of where we are. It's not super exciting to a lot of you. Within DFI, our director is Brendan Dillon. He's been at the airport for a little over nine years now.

We have a Facilities group that reports through Jeff. And then I am the-- well, Jalen and I are currently the lone Civil people that deal with civil assets at the airport. Jalen is my summer and fall intern. And I have budget to keep him around through the end of the year, hopefully longer, but I'm not optimistic with the way that government operates. We just sort of run out of time and dollars sometimes.

So what is DFI? I really like the name of our group. I think it's really cool. But sometimes when I talk to people about where do we live and what is the name of our group, they're like, oh, that's really cool. And you can tell those people are nerdy when they think that's really cool.

So DFI and Asset Management, we have huge numbers of stakeholders within the airport. So we have DEC, which stands for Design Engineering and Construction. And then that group sort of has all of those people, or those groups, out to the left. That starts with engineering. It be your right, basically over here. That's where the majority of our engineering groups lie, our project management lies, surveying group, our Commercial Properties division, things of that nature.

Then we have maintenance. And these are not listed in any particular order. But they're just some of our big key stakeholders. In this middle area, Maintenance group, obviously, if you're going to maintain an asset or manage assets, somebody's eventually got to do the work. Is it a contractor or is it employees at the airport? So we have Plumbing department, Electrical department, Fleet General Maintenance, et cetera, et cetera.

We have a cabinet shop. We have a print shop. We have a paint shop that does our own paint markings out on the runway and at the gates and things of that nature. Those all live in the Maintenance world.

And we have Planning and Design. Our GIS department lives in Planning and Design. Lease Management lives in Planning and Design. Space Management, we have quite a world that lives there that you could think sometimes would be Design Engineering and Construction. But being an airport, there's design of projects. And then there's sort of design of the facility itself. And so the Planning Design group does a lot of high-level planning and then sort of gets filled out from there.

And then obviously, we have the executives at the airport. Our CEO, Phil Washington, and the executive vice presidents and senior vice presidents at the airport are very interested in asset management, what we're doing, and how we're supporting other groups.

So where are our assets in the life cycle of a building or an operation? Sometimes you start up here at the planning, and you go around in a circle. And you hope it's a great circle. But in reality, sometimes it doesn't become a circle. Sometimes it's a broken and you hop around.

But basically, in planning, we're trying to figure out what our asset requirements. What are the assets going to be in a project? And what are the requirements of those assets? So that might affect how we design a project or when we decide to do a project, a lot of different things there.

The design and construction phase, that's where our group lives a lot. So we are design and construction. We're reviewing construction models, design models, as built models, hopefully as built models all the time.

And so we're collecting asset details. We're reviewing asset details. We're making sure our consultants are giving us asset details and things of that nature.

So the project gets built. There's a commissioning phase of all the projects for facility owners. As a design consultant, that was very-- and being a civil engineer and environmental person, not necessarily an architect, I was very oblivious to the commissioning phase and definitely not an expert at it now.

But there's a whole period where you have to figure out what are the operational requirements of an asset? How are you going to manage those? Where are you going to get the manuals? How are you going to translate that information to your maintenance group, your operations group?

So there's a big lift of tagging the assets, figuring out where they are. There's a big lift here that goes on. And then in the preventative and predictive maintenance, there's how are you going to keep this thing going through its design life or the life that you paid for or that whole 9 yards? So really looking at a holistic view of the design process of the asset life cycle, of the facility life cycle is really important in asset management and civil asset management.

This talk is definitely not a dissertation on the asset management, as the civil aspect of asset management is very new to DEN. It's new to a lot of people that even do asset management. That has historically been focused inside the building and not really on the outside because civil engineers when they run projects really have been doing a lot of asset management under a different name. And so getting those worlds unified and getting responsibilities defined within an organization, especially here at DEN, has had some challenges, but is going in a great direction.

So what is our process? I've got one thing great about this presentation. I get to sneak in really cool pictures that our photographers take. That's of the tents, that kind of tents of the terminal, and the Rocky Mountains, of course, in the background.

So what are we doing in civil asset management? You've been listening to me yammer on for a few minutes about our organization and our goals and all of that. But what are what are we doing to manage civil assets? And how do we get it done?

So we have some tools that allow our department to operate. Most everything that we do is tied into our business contracts for our designers or our general contractors. And so doing contract management, getting our project managers to do contract management is a big piece of what we do as a government employee and as an employee that needs to contract out lots of services, not just design, but also maintenance and operations of certain things.

The other thing that we have is the BPXP. For those of you civil people who are not as familiar with BIM, that's called a building project execution plan basically, a BIM project execution plan. And so within those, within all of the projects from our department, we outline certain expectations or get the designer to give us their workflow, what they're going to give to us throughout the lifecycle. Usually, that's a living document and changes do occur.

We have a DSM, a Design Standards Manual. It's called the DFI DSM. Getting a lot of letters going there. And we have a couple-- we have four chapters total in the DFI DSM. And the Civil chapter is basically Chapter 2. And then at the end of our Design Standards Manual, we have a level of design matrix. That details all of our assets that we track details on. And then also, we have an advisory circular from the FAA, which is our governing document that all of our contract and our DSM sort of feed into, adhering to the advisory circular for airports regarding GIS or BIM or whatever the requirements are that for that.

We use a common data environment. BIM 360 ACC, we've been using that here at the airport for quite some time. I'm not sure of the exact date of implementation. But it's been going for five, six years.

It was a very well, mature environment for what we're doing with it. And we're rolling into collaboration for Civil 3D. We have a couple of consultants that use it and some others where we're trying to bring along.

Some of the highlights from our DSM in Chapter 2, we require the use of Autodesk Civil 3D for all of our design projects that are more than 5 feet outside the building. So once you get 5 feet outside the building, that becomes the purview of the Civil. And it has to be done in Civil 3D, no ifs, ands, or buts about it.

We have a low distortion projection coordinate system basically to alleviate grid to ground translations. DEN survey department maintains an RTK network. So any surveyors that come on site, they tie into RTK network. The projects have already been designed on that coordinate system. And everything's ready to go. It speeds up stakeouts and surveying and so on and so forth.

We have model and sheet file naming conventions, layer names and standards. And then we require AEC Objects to be utilized if the project sees fit, so surfaces, alignments, pipe networks, and so on and so forth. We require all underground utilities 2 inches and greater to be modeled as a pipe network so that we have an x, y and z plan of any utilities that are modified or installed.

And we've been tracking that information since 2014. Obviously, a lot of our airport was built in 1995. So that is a challenge for us.

So every submittal that comes into DFI gets a scorecard done on it. And in the bottom right, you can see that any submittal comes in, we track it sort of all in the same spreadsheet so that we can see a progression, hopefully a progression, of very good scores. But basically, these are-- basically every chapter or requirement within the DSM has a line item-- pass, fail, or caution in the scorecard.

After 60%, you can't get a caution. It's pass/fail only. So a lot of our consultants have had some growing pains related to pass/fail. But we try to be as helpful as we can. If there's a technical, like they don't know how to do it, we're happy to walk everybody through doing it. And if you just didn't do it, you know, you're going to get a fail, that kind of thing. We are constantly working with new consultants at the airport. Different Denver consultants, different consultants across the whole country, Chicago, Kansas City, ones in Florida are some of the recent ones that we've been working with.

These are obviously all the things that are critical. So if there's an overall score and a critical score. And depending on what level or pace of design you're at, you can only have a score so far from 100%. We don't use object data tables anymore, I should have updated that. Well, we do use object data tables. We use a spreadsheet, which we'll talk about in a bit. And then, we also will be using property sets. So [INAUDIBLE].

We also make sure that all the Civil information lines up with all the Revit information. We require all buildings to be modeled in Revit. They share coordinate systems and so that our whole campus or the campus models are cohesive.

So we're reviewing assets within the Civil models beginning at 60%. A lot of times we get a 30%. Or a concept plan, there's sometimes not a whole lot of meat to those. At 60%, we're really looking for tell me all the types of assets that your project has related to our DSM. And if you can tell me how many of those elements, even better.

And then once you get to 90, we're looking at all your data. So it better be all correct at 90, or you're going to fail. And you're going to have to resubmit 90.

A lot of our civil projects or projects in general at the airport, once they hit 90%, sometimes there's a 5-day or 10-day turnaround between 90% and 100%. So if I have a 10-day review on your 90% and you don't get it all right, you're going to fail that. And then you're going to miss your 100% and your IFB and your IFC deadline, so on and so forth. So it's very imperative to stay tied into us. We love to have lots of communication, as much as you're willing to have. And then down here at the bottom these are some of the big ticket items that we're really looking at-- airfield panels, storm and sanitary manholes, electrical panels, transformers, switchgear, those kinds of things.

These are what are some of our consultants referred to as the BIM files. So we have an Excel spreadsheet for all of these types of things-- airfield lights all the way through utility polygons. And so we ask for detailed information about all of these types of elements. So it could be a runway project, and it could have thousands of lights. And it could have 10 circuits or something of that nature.

So we're looking for lots of information from our designers and from our contractors in the design or the build phase of a project. The information that we're looking for in these spreadsheets-- this is an example of an airfield light spreadsheet. The green columns at the top are the information we request at the design phase. So we expect the designer to be able to complete all the information in the green columns.

And then the yellow is for the contractor and their responsibilities. So not only do we at DFI have to track design projects, but we also have to keep a loose tab on the build phase to make sure all the things are being done correctly or being completed at that phase. So we're looking for, in this sign, we're really wanting to know the manufacturer and the model and the purchase price and the installation date of these assets. If there's a warranty in the end date, great information to have.

Vendor, where did you buy it? Gosh. How-- if you're a facility manager and you're wondering where all this stuff came from, wouldn't it be amazing if you had a spreadsheet that said where it came from? Or if the spreadsheet was loaded into Maximo, which is our asset management platform and your operations people or planning people could look at that and go, oh, well, that's how I get another one of those. Sometimes even if you know who it is, that's not possible. But anyway, that's what we're looking for.

There's various different columns for the items here, so like ground power units and switchgear and things like that. Runway elements, they have length and width and types of concrete and things of that nature. So the spreadsheets vary.

The presentation is a very big overview of all the stuff. The handout for this class will have lots more like how to do stuff. What are some picks and clicks? Maybe not an exhaustive list. But also some more examples of these spreadsheets. So if you're curious as to what an airport is tracking, you can at least have it as an example.

So one of the big issues that I have found since joining the airport is a lack of unique IDs within our models. And so our big items that we're tracking, airfield panel numbers, sanitary manholes, storm manholes, and DIW manholes and structures, don't have a lot of unique IDs. So every project has a storm drain number 1 and a storm drain number 2. And they have a sanitary manhole number 1.

And so we have a naming procedure that we check and give to the consultants so that they can have unique names. So that all of our models don't have storm drain number 1. We track those in an Excel sheet. That stays on the Construction Cloud.

So airfield panels, we have airfield panels across the whole airport that are approximately 20 by 20 feet. And then they're 18 inches deep. These complexes are basically divisions within the airport-- or within the airfield, just make the model management and assessment of the airfield easier.

The total down there at the bottom is-- the two totals at the bottom, eye popping numbers to me, 153,000 plus panels at the airport. In this picture, you can see a panel that goes from the bottom right of that picture all the way to almost under the Mickey Mouse airplane. And so that's a pretty big area, right? And then there's 153,000 of those, plus our airport. Or 57.1 million square feet of concrete just on the airfield alone within our 34,000 acres. Quite wild.

So here's sort of where we manage some of the panel drawings. Basically, all the complexes have a separate drawing. And on the picture, on the colored picture there, this file is being opened as Complex F. Or that bluish color, the royal bluish color. That is runway 16 Right. And it encompasses the old Continental hangar, which is currently Frontier's hangar. And it's one of our four north-south runways.

And as I zoom in the Civil drawing, basically the white things are the panel numbers. And the blue, it's a royal blue color, are each panel. And so there's a feature line for each panel. And then there's a name, which is a block that corresponds to that. And then we track the details of that panel in a spreadsheet. So pretty wild when you think about we have a model of 153,000 panels across those complexes at the airport and growing.

So our Complex Zulu got new panels just last year to incorporate some de-icing equipment. Oh, another thing is the DIW system, that stands for Dirty Industrial Waste. That is basically our glycol recovery system. So we have a glycol plant that separates the water. That reuses most all of it. And we have a separate storm hybrid system that collects all of that de-icing fluid to prevent releases to the environment.

But how are we managing all these models? What are the software that we're using? Obviously, Civil 3D, Project Explorer, and Dynamo within those. We're using Autodesk Construction Cloud/BIM 360. We're using the Asset Module Sheets. We're using forms and photos are big ones within Build. Also use our reseller Topcon's Civil 3D Briefcase to modify pipe networks, rename stuff, fix a few things here and there.

Recently, the brand new tool from Autodesk is called the Standardized Data Tool, really cool tool to speed up integrating Excel data into your Civil model and vice versa. And then also a brand new tool, as of last week, Autodesk DWG Migration Tool. It's been around in beta format for a long time. But now is a public release. We use Excel and then Maximo, as I think I previously mentioned.

So how do we check all this information? We're using the DWG Migration Tool. We're using Batch Standards Checker. I think a lot of people sleep on that one. We're using Project Explorer and the reporting feature within that. Really need to look into that if you're not using it. Get great reports and a great way to check things.

And then knowing how to fix DREFs and XREFs. I get a lot of stuff with XREFs. Just not properly managed within the Civil files to be turned over to an owner.

This is a click through of the DWG Migration Tool. Basically you have local files that you want to upload to your cloud project. You pick those two locations in the top bar up there. I got messed up on these picks and clicks. You don't have to click it that many times to tell it what you want to upload.

But basically once you do that, this was like a cul-de-sac project. It has 105 files. You click Next. It analyzes all of the stuff. Makes sure the DREFs and the XREFs and all the things are included in all the files that you picked. It will give you a report and tell you what's going on, and then give you the opportunity to fix the things that are broken.

So this is 105 files. And I'm probably going to talk too quick to get all the way through this thing. But basically, you let this run. It's going to give you a list. It's going to tell you the source files that are missing and the files of the host files that are trying to use that data.

You can resolve it by saying, oh, well, that file that you couldn't find, Migration Tool is actually located over here. It will fix the relative path within the Civil file itself so that when it's uploaded and you open it from the cloud, it's corrected. It takes a little while to figure out how to use this efficiently, but it's not a super complicated tool.

So this thing just finished processing those 105 files. I recently got a roadway project that had 979 files. And it consisted of about 1,000 sheets, well, 1,002 actually. And this tool was able to process that and repair lots of broken links, and so on and so forth.

So pretty great tool. Learn how to use it. Especially if you have consultants that are giving you information not fully packaged, this will give you a report in a CSV format of what's missing and what's not missing.

Batch Standards Tool, there's not really a whole lot to show about that. It's an old tool. It's an AutoCAD tool. And basically, you just need the .DWS file that you can create from your template file. And you load that in there. It'll check all your drawings that you want it to check at one time. It will give you a nice consolidated report.

I use it for layer checking. So all of our standard layers are loaded into our template. And then the ones that we get back from consultants that don't match the correct format, I've got a nice report that-- I think it's HTML or something like that. But basically, it's pretty easy to manipulate and get it back to the consultant to get them to fix it.

The other cool, really sort of new tool to my tool belt is Project Explorer. That ships with Autodesk 2024. Please upgrade and use the newest version. Thank you.

And you don't have to do a separate install. It's already there. We used to use Tool Space on the left to look at everything, all the HC objects. Now you can use Project Explorer. You can put it in another window. You can do a lot of cool stuff with it. You can view. You can zoom too. You can change properties set values.

And you can get these really cool reports, which are here. In my practice, I got a little too fast on this part. But basically, once you format the Project Explorer to give you this output, which I'm not going to go through because it's what this is about. But once you format that output, you can basically use those setup files on every single package or drawing that you want to analyze.

So this one is pipe networks. Obviously, we have a lot of utilities, a lot of utility changes. And we have requirements. So we don't allow null structures to be used. If you want to use a structure in the pipe network, it needs to be the structure that it is. And if you need to join-- I have some consultants that want to use null structure to join to gravity pipes-- if it's not electrical, you need to use a pressure network.

And then so in this output, you can get the names of the pipes, the types of the structure, so on and so forth. You've got this nice output, the way you're used to seeing it on every single project, really standardized type thing. You can just export the parts of the pipe network that you like, that you're interested in. And then it's super easy to give to the consultant and say, these are the things that we don't like. And I think I've had pretty good feedback on getting that back as a report.

So what are we doing here? So one of the things that we're trying to do better on is data management in Asset Management. And we had a storm water condition assessment project that started in 2019, started before I came to the airport, and ended right as I got to the airport. Had a COVID pause obviously in there.

And basically, they inspected every storm water structure of the 17 types that you see on the list outside of the fence on our property. That's along Pena Boulevard. If you've been here before, it's basically our city and county of Denver's interstate from I-70 to the terminal.

And basically, they found 3,400 assets. And so what we got from the consultant at the end of the day was-- oh, and we used our survey department to go survey each of the things. So our survey guys went along with the consultant. And they surveyed each of the pieces.

So we have a Civil file with COGO points. And then we have their report. And the biggest thing that we really got from them was the PDF of the report and then the spreadsheet. That sort of was a spreadsheet version of their report.

The report itself was nearly 13,000 pages. And so Jalen, my summer intern and fall intern, he did wrap some of it up just a couple of weeks ago, basically extracted all the information per asset and made different files-- a report per asset. So he made 3,486 files. They all live on the Construction Cloud. And so we're going to have assets. And then this is going to be a reference document to do that.

So what did we get as a part of this report? We got a lot of this. And that was a handwritten inspection report. The consultant did turn that into the Excel spreadsheet. So they did translate a lot of this handwriting.

But we found that we go back to this report a lot. And this handwriting is very hard to read. Some of the pictures don't necessarily correspond with what we think that they were actually inspecting. So there's some issues there with that just sort of makes this report be 13,000 pages across, I think, like 20 volumes, kind of rough.

So anyway, so what did we do? We took those 3,400 files, and we used a combination of the Standard Data Tool and Dynamo to add property set definition to some model elements within a Civil 3D file.

So what we used was Dynamo to basically attach property set information from the COGO point to something the Construction Cloud could analyze. And so we ended up-- or decided on a circle. So this Dynamo script here extracts the point number from the point and draws a circle around it all at the same time.

To do this by hand would be impossible. I'm not going to talk about how this Dynamo is set up. That'll be in the handout.

But basically, there's about 20,000 survey points in this file. Dynamo found the 3,400 assets and drew a circle and gave me the survey point number in the property set of the gold circle in less than 5 minutes. There's no way I could have done that without Dynamo.

So figure out Dynamo. I'm not an expert at it. But the time I spent figuring that out being able to repeat that over models is enormous.

So the other thing that we have is-- so we're basically redoing this land side project all over again, but within our fence. And so the video is just giving a tour of the Construction Cloud Build environment of what we're doing. Basically, you've seen that already as far as the airfield layout. We're going to have locations tied to all of that information.

And what we're using, we're using a third-party consultant. And we are basically inspecting all of our stormwater items within the airfield. So we're using the forms component of Build and basically built a form template for all the different types of stormwater things, and then added the consultant to the project, to this project, within the thing.

And then they have been able to use mobile devices along with our DEN survey team to survey things and to collect pictures and conditions of our stormwater assets. So the click through is showing you the forms now. These are all the different types of forms we've created-- culverts, check dams, inlets.

And then this is going to click through and show you how many different forms. We have about 1,200 forms and counting. The consultant will probably work up until snow season, until the snow starts to fall, or the end of the year, collecting as much data as they physically can. They have about two teams that are showing up to do that work.

But basically, you can add all kinds of custom information to this. And they can collect the data, take pictures, everything from their mobile device, get geolocations. We get to have photos that are embedded with the form. Everything exports all together. It's a really cool feature of the Construction Cloud. That was really useful to our team. I think it's a win-win all the way around.

But basically, you can see who created the forms and who's worked on them, who's not, are they in progress, are they finished. Then you can have access to this data in real time. So when these inspectors, primarily Jacob and Cecilia, are out on the airfield collecting this information, I can see it coming in live as it's going.

You can have these questions that trigger events within there. So if they answer a question in a certain way, it can suggest or require them to take a photo of it, answer questions about functionality. You can put as many questions or as few as questions on a form. You can have locations and points. It's really great.

You can click through. It shows you where on the map it should be. If it doesn't pop up, you can click the thumbnail, and it pops up in a new window. Really cool stuff all the way around the bat.

And so what we have as a part of this project is data in real time and data that we own whenever we want to access it. We don't have to format it any special way. We don't have to do it-- call the consultant and get a copy of it. We don't have to get them to do any admin work in reality.

We can just export the reports. We can export the photos. We can export everything.

And then eventually, we'll have assets for every single one of these. You can set permissions per template. There's really a lot of customizable information that the Build platform will allow you to do. In the handout, we'll have some more details about what we put in those forms and how we built them, and so on and so forth.

But basically, you eventually can get a map of all your photos and sort of see a heat map of where the photos were taken. And you can search for a custom ranger of dates, if you're looking for a certain date or something of that nature.

Sometimes we have really bad infrastructure. And sometimes we have brand new. That was out on the airfield, as you can see a couple of clicks.

So anyway, that in a nutshell is a lot of how we're managing Civil data and reviewing Civil models and eventually doing predictive maintenance and maintenance of civil assets at the airport. A lot of our story is evolving. And if you talk to me in another year or two, I'll have a whole other arm of our Maximo models and how we're feeding data from this collection of information to the next.