Description
Key Learnings
- Learn how Princeton University has successfully implemented Autodesk Construction Cloud Autodesk Build to streamline project coordination and collaboration.
- Explore how owners can standardize project delivery and data collection for large capital projects.
- Learn about developing a road map for elevating your institution's construction management practices.
Speakers
- Miguel CoronelMiguel brings a wealth of experience and a passion for construction technology to his role as a Technical Solutions Executive at Autodesk. With five years of hands-on experience in various construction roles and projects, Miguel has been instrumental in managing and optimizing large-scale commercial ventures. Early in his career, Miguel worked on three major projects: the renovation of the Cubs' Wrigley Field stadium, the construction of Centene's East Coast Headquarters, and the development of Amazon's Robotic Sort Center. These projects, totaling over $1 billion in contract value, provided Miguel with an accelerated learning experience and a deep understanding of the complexities involved in large-scale construction. His journey also included significant contributions in pre-construction, estimating, and Virtual Design and Construction (VDC) teams, further broadening his expertise. This diverse experience, coupled with a newfound passion for construction technology, led Miguel to join Autodesk two years ago. At Autodesk, Miguel leverages his deep knowledge of the Autodesk Construction Cloud and industry trends to assist customers in their digital transformation efforts. He specializes in working with Architecture, Engineering, and Owner customers across various industry verticals, including higher-education, government, and manufacturing. This diverse exposure has afforded him invaluable insights into the implementation of digital solutions across different firms and industries. Miguel is dedicated to staying at the forefront of technology, continuously exploring how emerging innovations can impact the Architecture, Engineering, Construction, and Operations (AECO) industry. His mission is to empower organizations to achieve their goals by applying advanced technologies and streamlined processes.
MIGUEL CORONEL: Welcome, everybody. Today we're going to be presenting "Innovative Owners, Princeton University's Digital Transformation in Pursuit of Noble Prize-Worthy Discoveries."
So we're going to start with, of course, introductions. Then I'm going to be presenting the state of the industry from an owner's perspective. Then after that, Pedro will take it away with Princeton University's digital transformation and journey.
I'm Miguel Coronel. I've been at Autodesk for about two years. And I'm a technical solutions executive focused on our owners, architects, and engineers. And I'll pass it on to Pedro to introduce himself.
PEDRO FAJARDO: Hi, everyone. I'm Pedro Fajardo. I am currently the BIM manager for the Office of Capital Projects at Princeton University. In my role, I oversee digital technology workflows for construction management. I hold a degree in architecture from New Jersey Institute of Technology.
At Princeton, I'm proud to lead our efforts in integrating advanced technologies to enhance collaboration amongst diverse stakeholders throughout the construction process. I look forward to sharing insights from our work and in discussing how we can leverage technology to improve project delivery and sustainability in the built environment.
MIGUEL CORONEL: Thank you, Pedro. So getting right into it, I'm going to start with the state of the industry from an owner's perspective. And my agenda will be I'm going to start with the past to give us some insight into how we got here, the impact of all that, then the present situation, and then what opportunity we might have as an industry because of these different items we'll be discussing.
So kicking it off right into the past, "The farther backward you can look, the farther forward you are likely to see," something Winston Churchill said back in 1944. And I believe that understanding the past really will help us understand the opportunities that we have moving forward into the future.
And when I said the past, I really meant it. We can actually go back all the way back to ancient Mesopotamia, known as the Cradle of Civilization, which is where the first urban cities were created. And arguably, this was where the start of construction at scale really started. So in Babylon, which is present day Iraq, there were-- temples, public buildings, homes, and more were being built all the time.
However, these builders faced the ultimate test of accountability. The Code of Hammurabi is the earliest known legal document. It includes strict laws regarding construction. So builders were held accountable for the structures they built. Two examples of that law, 229, said that if the building wasn't constructed properly, and it killed the owner, then the builder will be put to death. So hopefully no one has anything like that in their contracts nowadays.
You might have something more like this, which is law 232, which says if the building that was constructed for whatever reason doesn't work or falls apart, then the builder will have to re-erect that, or amend it out of his own means. So that might seem more what you currently have in your contracts.
But imagine the pressure of knowing you were solely responsible as a builder. There was really no room for error, or anyone to, say, pass risk to. And this is really where the birth of punishing in construction really began. And this concept stuck all the way to today.
However, the key difference here was that there was a single individual responsible for everything back in these days, which brings us to the concept of the master builder. So the master builder concept is a very, very old delivery method where one entity was completely responsible for every aspect of the project. So the architect would be the engineer and the builder.
And the earliest evidence of this is ancient Egypt. And this method continues on for a very long time. The Pyramids, the Colosseum, the Parthenon are all examples that were executed using this method. And of course, for owners, this offered simplicity, as they only dealt with one person. And that person took all the risk and punishment. So really, this ensured a high quality deliverable, because everything was on the line for this builder.
Then as we went to the Industrial Revolution, project requirements got much more complex. So this is where we start seeing the specialization of different trades during the boom of the Industrial Revolution. So in 1885, we actually got the first skyscraper in my home city of Chicago. So very proud of that. It's called the Home Insurance Building, pictured here.
And the master builder was no longer sufficient. So this is when we start seeing the emergence of architects, engineers, contractors. But the shift also created fragmented responsibilities. However, at this point, contracts weren't really as defined as they are today, so owners will have to deal with mediating who was at fault for something if anything went wrong on the project. And we also start seeing the rise of legal disputes.
However, due to the ambiguity, a lot of the blame would often go to the builder. So that punishment that the builder was responsible for everything that we saw back in ancient Mesopotamia kind of remained the case throughout the Industrial Revolution. But with the emergence of these disputes, we start seeing legal precedents playing a bigger role in construction law. And really, the need for formal contracts starts forming. So thus we start seeing the shift from collaboration focused on a high quality deliverable, where everything was on the line for one person, to a system of risk mitigation and shared responsibilities, something that we still see in the industry today.
So during all the legal disputes of the Industrial Revolution, we start realizing that these contracts are-- should not be-- or sorry-- the punishment should not be solely on the contractor. They shouldn't be the scapegoat. They're not responsible for everything that goes wrong on a project.
And so this all kind of culminated with the Spearin Doctrine that was established by the US Supreme Court and created a legal precedent that made a major shift in risk management and construction. So basically, the court decided that responsibility was going to shift on the design back to the owner. And so this really started protecting contractors from being held liable to design defects outside their control. And it brought in the owner as someone involved in the project that also carries a certain amount of risk.
So the owner now is responsible for ensuring, along with the architect, that the plans and specs are accurate. And the contractor can potentially recover damages for any increased cost, time, or difficulty caused by these plans or specifications. And this decision heavily influenced contracts moving forward.
So really, what began as a straightforward system where the owner carried no risk at all, dealt with one stakeholder who was highly motivated to deliver on quality, has evolved into a more fragmented process with multiple stakeholders and contracts now designed to-- attempting to define responsibilities. So initially, one would think that a clear legal, contractual definition of responsible responsibilities would help with legal disputes.
But the reality is quite different. And you might think why if these contracts are created for that sole purpose. Well, when an error arises, how does one determine what led to the error, and who's at fault? This is especially difficult with paper processes back in the day. And the idea of punishments hasn't really changed all that much.
So contracts began to include penalty clauses. And the idea here really was-- you know what? It may be hard to prove, but if we do, you're going to pay for it. And this went in all directions. Each party basically started entering the project with a primary focus on protecting their own interest and attempting to pass blame to others instead of really focusing on innovation and collaboration.
And this left the owner trying to settle disputes, feeling frustrated. And at some point, we don't know exactly when, trust just leaves the building. Trust is no longer there. Performance is strictly driven by fear and threat of financial penalty.
So all the past situations resulted in one thing, which is hiding information to limit risk becomes common practice. And information you can also think of as data. So not only are we hiding this data, but we're also becoming contentious, both fighting on projects and in the courtrooms. And this has really stuck around for quite some time now to the present day.
As you saw in these different examples, these things have lasted many, many years. And so I'm going to introduce the Einstellung effect. I'm sorry. I'm not German. It's a cognitive bias where we tend to stick to the familiar way of doing things just because that's the way it's always been. And that's something we hear often in our industry is "that's the way it's always been," right?
It's really a mental block that can happen to experts as well. And so typically that's why we see innovation comes from people from different industries and the industry they're actually disrupting. If you look up various stories like Uber or Airbnb, these people didn't come from that industry. So as you can see in the industry, we're kind of stuck in this Einstellung trap. And there's real impacts that are had from having this mindset.
So one of those impacts is people leaving the industry. So the industry's contentious. People are fighting. They're trying to pass blame. I mean, that doesn't make anybody feel good. And this eventually leads to higher costs to build.
So in 2023, there's been a 4.5% increase in the construction employment index, so very real impacts to the projects. A lot of time is wasted. So because you're more focused on managing risk, trying to document everything, trying to pass blame, productivity suffers.
And this one is actually very surprising. It's a recent study by McKinsey that updates the productivity curve. And between 2020 and 2022, we actually saw a 8% loss in productivity, which is very different than the typical plateau in the industry. And even though this happened during the pandemic, other industries continue to see productivity growth.
Also, it's difficult for us to predict the actual cost of our projects, projects that come in over budget, which eventually impacts our ROI. 31% of proj-- or only 31% of projects come within 10% of the budget.
And lastly, but certainly not last or least, unknown risk. So it's difficult to proactively identify and manage risk if everyone's trying to hide this data. And that can obviously lead to deadlines being missed when those things become much bigger than they should have been. Only 25% of projects come within the original 10% original deadline-- or come within 10% of the original deadline.
So now let's move into the present. So here's a timeline of the major technology shifts of the past few decades. And we're currently on a very big one, generative AI. These rapid technology shifts have led to the creation of many tools that are used across our industry.
However, our industry doesn't just fall into one of these moments. We are spread out across different shifts currently, depending on the digital maturity of the company. I would say mostly around cloud computing. Mobile is kind of where we're at. But some people are still a little more behind with paper processes. And others are starting to touch into artificial intelligence.
So in the state of design and make that Autodesk did in 2024, they actually found that 65%-- or companies actually responded that 65% of them are digitally mature. So as you can see, not everyone has fully adopted these tools. So we're still kind of transitioning. And as an example, you can see here that cloud services and platform adoption is less than 60% even for those that are fairly mature.
So now let's shift focus into a project. So on a project, we'll typically have various stakeholders. Let's keep it simple for this example with four. And each of those stakeholders will have different levels of digital maturity, which means some might be on the cloud. Maybe some have paper processes still. Or maybe they're using desktop products. And some might be getting into AI. So lots of unstructured data on our projects, which kind of looks like this.
So let's imagine as the owner, I need to know how my project is performing. I have multiple stakeholders, but I don't have access to their tools. And even if I did, they're unstructured. They're all over the place with, as you can see here, various different solutions.
So I might resort to calling a stakeholder, maybe even a few, to try and get an idea of what's going on. And I'm going to ask them, hey, how's my project going? And what we learned from the past is that they're going to want to hide some of that data. So likely, we would hear things like, things are fine. We might get a list of outstanding items, but typically not a list of items of things that are in their court. Typically, a list of items that other people owe them that they're saying is holding them back.
So again, the intention of this is really to try and hold onto that information so they can maybe pass on that risk at some point during the project. So you can see how much that's changed from the past. Hiding information in these different tools is almost as easy as in paper.
So as an owner, the problem grows. You aren't typically in one project. You have multiple projects going on at once across the campus, nationwide, or even globally, all of different sizes, all sorts of different types, each with their own set of stakeholders and tools.
So the reality is you don't really have a way to understand how these projects are performing. Your option is to rely on phone calls, a report of open items, or updates from a meeting. But because of the culture, those are likely not very reliable, as we saw from the culture that we've grown based on a lot of historic milestones to get here.
So you might get something like this. Maybe some people will say, things are good. Some people might say, hey, these things are holding me up. Some might bring up financial or schedule impacts. And maybe a few are completely on fire.
But lurking in each of these projects are those risks that people are hiding. That might look like this. So those risks currently are small enough that they could be resolved easily if we were transparent and worked together to resolve it. But the longer we prolong resolving them, the higher chance they have of becoming bigger fires. So the reality is you're kind of steering the ship blindly as an owner until something becomes too big to hide.
So why did I bring these two things up? Well, the culture piece of risk mitigation that is developed over many, many years, and that culture is now coupled with technology. There's a big shift in that now. And technology, currently the way it's being used is limiting our ability to have valuable insights into our projects, and ultimately mitigate risk to ensure our projects are profitable.
But the shifts we are seeing in the industry are also where the opportunity lies. And you as owners can play a big role as the ones financing the projects, and with the biggest influence on contracts, delivery methods, and other requirements.
On the contract and delivery side, owners can help by using innovative contract and contract delivery methods. We are seeing things like design build, team at risk, IPD are all being used frequently by owners. But these haven't really yet helped to fully shift that culture, because some of these have been around for quite some time.
This culture is very deep rooted. And it's been around for a very long time. And the contract delivery methods might help a bit. But contracts do not equal trust. However, we can remove the need for trust with technology.
So what we can do is attempt to eliminate silos by creating a centralized ecosystem. And as an owner, this will turn into actionable information by your capital projects. So it might turn something like this, where you don't have any information, to something like this.
And we actually become-- starting to see companies become used to this method, or start being open to it. And the reason is that project stakeholders do strive to perform well. The only reason they're hiding data is because they're being forced to act in a self-protective way because of the lack of trust. Human nature itself is to defend oneself, especially when this has been this way for so long.
No one knows what others might be hiding that they might be held responsible for. So with this level of transparency, by having a centralized ecosystem, we don't really need to trust each other. We just need to trust the data and information.
Data also opens up the doors for KPIs. So by having all this information in one place, we can establish performance indicators that stakeholders will be motivated to meet. And we actually have seen an example of this in the past in the '70s with OSHA's EMR safety rating. This is actually a KPI that measured the ability to be safe, specifically for contractors, and it actually did lead to incident time decreasing.
But you might be asking yourself, well, why does this work? Owners use this to qualify, hiring them for projects, and contractors save money on insurance. So there's a financial incentive. But imagine if there was a KPI for things like cost, quality of design, or schedule, KPIs for all our different stakeholders, not just contractors, consultants, designers, engineers. These could even be tied to things like financial rewards, or influence on who gets selected for projects based on performance metrics.
Now, we can only do this with data, which is why right now is the first opportunity ever in history since ancient Mesopotamia to change this culture. And this is why most companies, including owners, are prioritizing data analytics and technology as key areas for investments. And across all firms, if we take the average of the responses, technology remains the number one and top investment.
So this is where we have the opportunity to use this technology shift to make an impact to the culture in our industry. As you can see, firms are really open to innovation, technology, and otherwise. And as an owner, you play a key role in this.
So now I'm going to turn it over to Pedro. And let's take a look at how Princeton University is taking advantage of this opportunity for their digital transformation.
PEDRO FAJARDO: Awesome. Thank you, Miguel. That was amazing. So let's look at how Princeton University's journey with digital transformation and ACC build has played out for us and transforming our campus.
So in this presentation, the agenda will be as follows. Challenges that the owners face with technology adoption, Princeton University's campus transformation and construction technology journey, Autodesk Construction Cloud at the forefront of digital transformation, leveraging ACC for BIM and construction admin services, and the future of Princeton University's digital practices.
So first, I want to talk about some of the challenges in technology adoption that Princeton has had over the years. One of those at the forefront is resistance to change, I think, is part of being-- not able to see the future, and how technology is improving, and how we are able to measure that.
Another issue is integration of new technologies-- skill gaps, balancing innovation with proven methods, data management and security, interoperability. I think that one's a big one in which everyone is at a different maturity in the digital transformation. So an ecosystem that brings all the stakeholders together is really important-- cost considerations, ROI, legal, and regulatory compliance, and how to measure and verify the performance, and how technology is affecting.
But before we jump into the demonstration of what Princeton has done, we have to understand the campus transformation and the construction technology journey that has been in the making for the last over 200 years. So here's a quick image of the campus expansion since its inception in 1756. This is up to 2006.
The campus, as we can see, has always been vibrant and full of construction. Princeton University has been busy building a resilient campus for its students and community. The challenge that Princeton now faces is not expanding, but doing so in a sustainable and resilient way.
So it brings us to the current capital campaign, which it's now 2024. It started in early 2015. So by 2030, this should be completed. This is the largest expansion in the university's 277-year history. This capital campaign alone will increase the net square footage by 40%. That's a lot. That's almost half of the campus.
It also increases undergraduate admittance by 500 students. But all of this is key because Princeton University has set a course to achieve carbon neutrality by 2046. So by fall of 2024, which is now, we are estimating that we are employing around 1,600 contractors per day.
So let's look at Princeton's technology journey. This wasn't picked up in the last few years. There has been a complete journey since the early 2000's. We spent the first five years understanding our construction workflows. We went from analog and transformed everything to a digital workflow. Those were the first five years of our journey.
After that, we also started a discovery phase, understanding what we needed to get buy-in from all different stakeholders. So even before we jumped into BIM specifications and 3D models and construction, we spent another five years understanding what everyone needed-- evaluations of everyone's needs, and how we could introduce technology.
So then we went to work. We started creating those integrations for everyone, especially in facilities and maintenance, which is, as an owner, we are taking care of the buildings even after they are built. So we spent the majority of the next decade, in a good way, we introduced BIM into our construction process, which elevated all of our projects.
And then at the same time, I think it's important to understand that our BIM spec was developed in house, because we wanted to understand and continue to drive everyone who was involved from the Princeton University side.
So we adopted Autodesk products early on. BIM 360 Field, Glue, those were the platforms in which we were operating. And everything was good. It was working. We got it to a place where I feel that Princeton was happy with the way things were working and the way it was collaborating with all stakeholders.
In 2019, Autodesk re-architectured its platforms and went cloud-based. So that left us, again, looking at our current processes, and trying to understand where do we go from now. And at the same time, there was a huge problem, the 2030 capital plan was about to start. So this was a huge challenge for us to try to continue our journey.
So that brings us to where we are today. I think there was a-- in early 2020, there was an understanding that Princeton needed to revamp the technology, especially in the construction department. So we adopted PMWeb as a project management system. But at the same time, we also adopted Autodesk Construction Cloud. And this is all with the effort that one day we can create an integration with IBM Maximo, which is what facility uses now to maintain their buildings and operate them from day to day.
So from a contract perspective, this is where Princeton collaborative system comes in. In our contracts, we specify that all stakeholders will work in PMWeb to maintain their project management. And there will also be an Autodesk product that will host some services. Those are mainly targeted to the construction admin management portion and also turnover documentation.
So when we look at both platforms here, PMWeb and ACC Build, ACC Build holds the vast majority of the services from BIM to construction document management to contract document manage to RFI submittals, assets. So the bulk of our work is now being done in a web cloud platform, which has elevated us to be able to collaborate and maintain high productivity.
So after understanding Princeton's journey and construction, let's talk about that common environment, that centralized system, which is ACC, or Autodesk Construction Cloud, how that has elevated and enhanced our processes from a day to day, and also in our biggest capital campaign.
So this is the current state of our digital workflows. BIM and construction management, [INAUDIBLE]. So it's BIM, VDC, and then for construction workflows. And this is all leveraged through ACC platforms.
So let's take a look at BIM first. Let's take a look at our design models. So how are we leveraging this? How are we understanding that models are really important technology that is needed in today's rapid development? So we're able to bring all team members into an environment, especially at Princeton University, where this is a place where this information can get lost.
As Miguel was pointing earlier, architects sometimes don't want to share the models because they believe that owners might hold them up to it. But it is important to highlight that in our contract, we state that design models are not a contract element. They are supposed to enhance the process. And that's exactly what it does.
When we are in this moment, we look at these design models, and what we do is we just create-- we look at them. We create them, and create reviews. But that's it. It helps enhance the actual contract documents.
The same thing with coordination models-- how are we using it? So we are able to take those trade models and turn them into as-built models right into our platforms. So we are hosting these elements in our sites in ACC build. And this is important because we are integrating everyone at the end of the day. We're not holding back on licenses.
So this is an incentive to bring someone into our platform that in the past couldn't afford maybe getting a license. Or being able to collaborate in a centralized platform. But we are incentivizing everyone from subs all the way to design members. And we're providing licenses so that they're able to collaborate in a more efficient way. So that's an important point to highlight.
Again, they're utilizing the tools that we're providing to them-- in this case, design coordination models. So early on, before construction even begins, because we are making this technology available to them as owners, they're able to coordinate their models to a level of high fidelity in which a lot of problems get resolved before they even get into construction. So we can see here there's clash detections. And all of this is made through a cloud platform.
Another one is, again, pre-construction constructability reviews. We are able to look at models, and begin to create issues, and questions, and communication with stakeholders to understand is this feasible. Well, this-- can I bring down the cost of this design?
And then from there, once we were in construction as well, we are able to create clash detections, trade coordinations. We're enabling and incentivizing trades to come in here and create a model that is catch things early before they go into a change order.
And then the way we're using this, as the Princeton and University owners of all the projects, we're leveraging an ACC platform to create clash detections and understand the compliance of clearances on certain equipment. So this is an example of other electrical devices, or electrical conduit, or plumbing clashing against what in the field once constructed is essentially air. It's a void air that it provides clearance to maintaining these units. That's important to catch early on, because this can, again, create a risk and which delays the project.
And we've seen this in our projects. So again, this is to highlight what Miguel said. They're not hiding the data from us. They're not hiding these models. So we are able to quickly identify this and rectify it.
You can see the same example here. Again, we are also leveraging the technology and quickly identifying if things meet standard or LOD compliance. So that's for BIM.
Let's talk about where we operate more on a day to day, which is the construction management workflow. So how has Princeton enhanced our process, the process in the day to day through ACC? Every day, we need construction drawings. As we're building, there's amendments. There's bulletins. There's things changing.
So ACC has definitely enhanced our process in the way that we bring our form drawings. So we have the latest and greatest information in a centralized system. And this is software agnostic, right? So again, a really important part of all of this is that we are able to integrate everyone because licenses are provided. And there is no software that needs to be installed or purchased. Everyone just comes in here and is able to look at the latest and greatest documents.
There's the different versions that we're able to query and see-- look back in time and see where an issue has happened, or why the bulletin has happened. We can quickly look at different-- in the day to day, you need agility to move through these drawings. And rather than flipping through them, we're able to query them, and search for things. And this has definitely increased the productivity on site, as well as in the construction.
So QA issues, so issue management, so when we look at issue management, these are the different aspects that we are currently leveraging. So we're looking at quality issues. So we're tracking data. We're able to understand how projects are doing from a day to day perspective, either quality issues being highlighted by an architect, or an engineer, or someone from our department, or one of our technical representatives.
But we're able to look at the images directly in our iPhones or in our tablets and identify what's going on. Another thing happening here are field reports. From a day to day perspective, these are being created. And this example, we can see that piping insulation is required. And we're able to see images and references, and direct communication as well, which is part of this collaborative environment.
That allows us to look at exactly what's going on, and quickly rectify them, or mitigate the risk here. So punch listing, same thing-- and these are real examples happening right now on site. How can we continue to enhance our product or our end delivery by leveraging technology?
In punch listing, here, you can see that we are pointing out at different things. Here is a tree was planted in the wrong way. So it was replanted, and things were good to go. So I think we're not here to put the blame on anyone, but we're here to make sure that at the end of the day, everyone meets the goal, and on time, and on budget.
Commissioning forms-- I think this is also really important for Princeton. We are able to leverage day to day checklists, or even equipment checklists. So there's a huge commissioning process that goes through every equipment. From a commissioning perspective, we are able to bring in all the stakeholders and track where things have failed past, so on and so forth. So we're able to already start tracking and adding information, and data, and history to our assets that eventually will be turned over for the building to-- for the owner to maintain and operate.
So this brings us to turnover documents. So after building all of this, why is it important that we have a practical and clean turnover? It is because we are going to maintain this for years to come. So how we're leveraging this is we're able to create repositories of files and documents in ACC build that allows us to collect anything that's important to us. Once the building has achieved substantial completion, or TCL occupancies, we're able to create O&M manuals. We're able to collect the final records, the as-builts, anything that's important to us so that we can maintain and operate the building.
Here we're seeing some of the turnover workflows, where we're leveraging the assets module to look at-- to collect the data of those assets. We're also collecting references. We're collecting those O&M and tying them to the assets so that we can have an integrated place in which we can see all of the history of that equipment.
Here we can see a video of how we're also leveraging QR coding to track this equipment and to easily find the information that we have collected for the equipment. This is one of our geoexchange plants. Here we can see that we can quickly understand what this chiller is doing, and understand all the information that was collected from it. And one of them is a video of how this is supposed to operate and where it's located.
Now, recently, we have also begun to understand different workflows that are new to us, which are RFI submittals. I think there is a case to be made here. And why this is important to us is every institution essentially has a specialized workflow, or set of constraints. For us, it's there's always a tech review process that happens at Princeton University. And all that means is there is a group of technical reviewers that look at all of construction submittals and RFIs through the lens of our design standard manual.
So we are able now to integrate them into the RFI process, because there is flexibility in the system. We are able to, at any point, if there is a need for a review from a specific member, we're able to add them to an already existing process.
The same thing with submittals. We can see here that there are multiple members that are able to provide feedback and input based on what has been submitted, again, against the lens of our design standard manual, and make sure we're complying with that.
And the last thing, which is surprising, too, is we're able to create meetings. And this is essential to the collaboration. This is where, for example, one of-- Turner Construction in this case is tracking the OAC meetings because they are able to create open items or create tasks that are discussed in the meeting, and bring up that communication and information that is talked about in the meetings.
But let's go back to a little bit of why technology has evolved for owners. So that brings us to insights and analytics and data rich environments. And why ACC build works for us. And that's because it's a flexible system that it already brings Autodesk default cards that point to the data that's already being built inside the system-- KPIs, design, analytics, submittal analytics, RFI analytics. Anything that is being built in the platform we're able to tap into.
There's also evolving third-party cards. This is important because, again, this is the part where you need an ecosystem that is software agnostic. Rather than limit all stakeholders, it provides a place to collaborate, and then we found flexibility in what we're calling the PU cards library.
And this is just essentially leveraging the technology of Power BI to develop our own analytics based on data that we are collecting on the platform from the contractors or anyone else. And again, we are pretty transparent about what we need to collect. And everyone is happy to do so.
So these are examples of Power BI out of the box dashboards. This is-- automatically, you are filled with data rich information, that it's available automatically, just as soon as you start building data on your sites.
These are powered BI out of the box customizations that we have taken. We're taking those out of the box templates, and we've tweaked them a little bit to adapt to our demands. In this case, this is for a commissioning of what we call cache stores, which are security entrances. And there is a commissioning process for it.
And then this one also is a workforce projection dashboard. This talks about projecting how much people are going to have on site throughout the life of the capital campaign. And this is broken by different data points. We can see how many each CM or general contractor has on site. And we're able to predict and look at the data in different variances.
Another thing that we have built is we have created a workflow, a commissioning and turnover timeline. We're able to look at what projects are turning over so that we can plan accordingly. We have a schedule. It walks us through the process. And all of this is through the platform, and we're able to gather all this information in ACC build.
What's exciting is now in the future, what is the future of data analytics for us is we are currently in data with the insight builder. And this is really exciting because we will be able to do it directly in the platform and not go outside into Power BI, which I don't think Power BI will go away for us. But this is also, again, an enhancement to an already existing process.
So this brings me to the end. So what is Princeton University's stance in transforming its digital practice and to continue beyond what we have now and understanding the trends that we have now? So this is an aspiration of digital technology that we want to pursue.
Apparently, we are heavily reliant on construction workflows with ACC. And eventually, the aspiration here is to one day have a seamless integration between our construction project management tools and our facilities maintenance tool, which, in this case, is IBM Maximo. I think we are closer than we've ever been. And we also have buy-in from all stakeholders to continue to develop that.
But beyond that, there's also this notion of digital twins. And it's all driven by data in order to understand our buildings better and operate them better. So there is a race for who is going to take the prize on that. But I think as long as we stay software agnostic and gear ourselves up to collect the right data, and create pilots, and adopt it in a manner that is not-- we just don't jump into the first thing we see, I think we will be successful.
So we are open and flexible to what's to come and excited to see it. So then this brings me to this slide is why the name of our presentation. I think we might not be making an impact globally, but the people who are using our facilities at Princeton University are making, or have been making an impact across the world.
So here we have a list of Nobel Prize recipients that have been at Princeton University at some point when they received the Nobel Prize, whether they were students, faculty, or even doing their research there.
So with that, I leave this quote. Socrates, "The secret of change is to focus all of your energy, not on fighting the old, but building on the new." So with that, let's continue to innovate and push the boundaries.