Tying It All Together with References in Autodesk Build: Assets, Scheduling, Workplan, Issues, and Cost

CHRIS BAZE: Hey, guys. We are presenting from Hawaiian Dredging Construction Company. We're a general contractor in the State of Hawaii. We do work exclusively in Hawaii and Guam. And our geographic isolation allows us to be more diverse in our project types than a typical general contractor.

We have five operating divisions doing work on buildings, high rises, resorts, a heavy division doing civil work, roads, bridges, waterfront and foundations, piers. We're doing a dry dock for the Navy at Pearl Harbor right now, power and industrial power plants, wastewater treatment plants and commercial, doing tract homes and smaller building projects.

I am Chris Baze. I'm the director of construction technology at Hawaiian Dredging. Don't quote me on these credentials. Some of them I've let expire, but I'm an architect by background and past president of the Association for Advancement of Cost Engineering, Hawaii Section. I am also the current president of a 256 unit condo building. So I've got a little bit of experience on the owner side as well.

TIM STEINMEIER: Hi, I'm Tim Steinmeier. I'm a cost engineer at Hawaiian Dredging. My background's in business economics, and I'm coming from the design side, where I was working on autonomous delivery logistics. And I'm looking to implement ACC on my upcoming project, which is a 23 story mid-rise tower.

CHRIS BAZE: The challenge that we're going to talk about today is siloed solutions. Traditionally, we've had different project controls. Staff in these different areas, particularly BIM, scheduling, costs are the ones we'll focus on today.

And usually, they're working pretty independently in their own software, perhaps in their own database, their own Excel sheets. And it's not really talking to each other, and we are using ACC to start to deduplicate that effort and bridge that gap. How did we get here? We started several years ago on this effort.

And this image are these six steps from AACE, I think, illustrate project controls pretty well, from knowing what work needs to be done, measuring when the work to be done is done, comparing your actual to your plans, knowing what's left and bringing in corrective actions to fix things if you're not meeting your goals. And then, of course, checking the results of the corrective actions that you're taking.

I think that, because of data latency, a typical job turns into a series of sprints instead of a marathon, like it should be. And by measuring progress and status more frequently, you should have to work less overtime, bring in fewer crews on a supplemental basis and keep the pace of work comfortable for all of the stakeholders involved.

We started with software called ALICE Technologies, and we've been a customer of this platform for several years. And the premise of this is that you build very detailed recipes of how you complete your work. You would include crews, equipment, production rates. And it does connect to your BIM as well.

So you can pull quantities from BIM geometry and say, hey, if my production rate is x square foot of formwork per hour, I can multiply that out times the forum contact area that I need for this project and break it up by types of column forms versus wall forms versus slab forms. You can get very, very detailed and complex, and you can run scenarios.

These scenarios are going to let you change factors like the amount of equipment or formwork you have on hand, the amount of crews you have on hand, the production rate that you're working at. And the simple axis gives a bunch of full blown project schedules. Each dot is a project schedule, CPM schedule. And it will let you look for the lowest cost, lowest duration trends.

Where we struggled with this is tracking actuals on a job site. It's a lot of data, very detailed recipes, and for our self-perform concrete work, we were able to track everything pretty closely, pulling our timesheets. For subcontractors, we don't have access to that detailed of information. And we tried to compile it.

The engineers were very busy in their work, and they said, hey, I understand the value of understanding how our subs are completing their work more closely. But I, frankly, just don't have time to do it. So we didn't give up on our efforts to track our jobs at a higher level of detail. We just changed our methodology a little bit.

These are three towers, two of which are complete. One is nearing completion. And these are the towers that we use to start our effort of tracking costs directly in our models. So the models have evolved a little bit over the course of these three towers as well.

The first one, we were tracking concrete, pulling surface areas for formwork and volumes for material for concrete pours. And you notice some funky colors on the other two towers, which actually represent different concrete finishes. So we started using the paint tool within Revit to depict different finishes going on these towers.

And one element, like the underside of a slab, might have some finish areas and some unfinished areas where it's covered behind gypsum board. And the Paint tool, we found, works us make that distinction within a single element in Revit and quantify things properly.

In Revit, everything is organized with elements as rows. And you can roll up, you can compile elements, but it's still groups of elements that are always in rows. And we've embedded all of the cost codes that are applicable to those elements in as custom parameters which appear as columns in Revit schedules.

And our old methodology before ACC is that we would kick out a multi-category schedule with all of the elements and run an Excel macro that changed the columns into rows and compiled all of the elements and the elements' quantities by cost code. We also have custom fields in our elements for date complete for every step of, When did we place the formwork? When did we pour the concrete, strip the formwork, patch and grind, cement wash?

All of those dates are input directly to the model. And then we're able to pull those quantities and know how much work have we done. How much do we have left to done? And what was the variance between what was reported from Revit and what data we may have elsewhere? And derive a percent complete for each cost code based on the total scope or quantities within that entire model.

So that keeps the data very granular and very usable by anyone, because you can roll it up at a level of detail that's appropriate to what you're trying to seek out in the job. So we've kind of gone on this digital journey. And I'm sure everyone is used to analog processes.

Typical superintendent will have a plan, either on their wall or on their desk, highlighting work complete as they go. And they might be taking a pen and writing the date complete next to the elements. And with ACCS, it's we finally have a digital way of achieving that, that everyone can look at. And you're not having to go to someone's office to look at a physical copy of something to see where you're at on a project.

So we've kind of jumped from having these solutions of CMiC, which is our ERP system, ACC on the design side or knowing what we need to build side, and then P6, our project on the scheduling side. And we're slowly but surely kind of connecting these pieces and integrating them all, so that data input in one location is transferring through to the other platforms well.

So our three aspects of project controls, BIM, cost and schedule, this shows our current state or our prior state of having a master schedule and a disconnected superintendent look ahead schedule, might be in project, might be in Excel. And usually, it would be a manual meeting between the scheduler and the superintendent to compile the look ahead data back into the master schedule.

And then on the BIM and reality capture side, we have a digital version of that project that is starting to become more integrated, where we can feed that data straight from the model and straight from the reality capture back into our CMiC database of where the project is at. One of the challenges in achieving this is the different breakdown systems on a project, of which there are many.

We have an organizational breakdown structure, cost breakdown structure, a project breakdown structure, and a work breakdown structure. And when things are easy, everything aligns horizontally, such as this work element illustrated. But in reality, you might be operating at different levels of hierarchy and different breakdown structures. And it creates a lot of complexity in linking things up.

We're treating CMiC as our proprietary in-house information, accounting dollars proprietary information and ACC as more of our published information. And traditionally, we have not relied too much on the permissions, knowing that, if a user comes in and changes settings, we're not unintentionally sharing data that we didn't intend to share. That is changing a little bit with the cost management module.

We're embedding cost codes and dates and quantities into our models that we're comfortable sharing with our project team. The dollars, we typically do not share with the broader project team. And we've just been careful with access to that cost module to control that.

The utilization of scheduled data for execution usually experiences a disconnect or a chasm that we call it here, when you have the translation of a P6 master schedule to the look aheads that are being created from them. And it's usually, as I mentioned earlier slide, just a manual conversation between the scheduler and the sup.

The typical P6 or project user does not like other people touching their schedule. They want to be in control of it. They want to be aware of the changes that are made to it and for good reason. They're typically accountable for that deliverable. And if things are happening in it without their knowledge, it can present issues.

With ACC, that chasm is bridged with the Workplan tool. Workplan tool gives us the ability to plan our work within context of the master schedule without editing that master schedule. In the long term, we're thinking that plan dates will continue to be a scheduling activity and actual dates will start to be more of a collaborative process and a digital process that feeds automatically back into P6.

And the schedule tool will let you offer feedback to the scheduler without direct editing it. You can go into edit mode, and you can present cost or time delays for the scheduler to review and either mitigate or incorporate into a revised schedule.

So what we're building is an integrated project control system, where every aspect of that job is worked on and contained within Autodesk Construction Cloud and a seamless integration to push data to CMiC, so that entry of data into one platform populates to both. And to expand on this system landscape a little bit, we've got several third party solutions that are helping us gather our data that we'll elaborate on a little bit later.

We have, on the project side, Autodesk Construction Cloud. And on the company side, we're using Egnyte for general cloud storage. And CMiC kind of bridges that gap in between. And again, the end goal is to have all this data pushed to where it needs to go without having to ever upload a piece of data to two different locations.

One of the great tools that is helping us achieve this vision is ACC Connect. And ACC Connect is essentially Workato provided by Autodesk, which I think is great. If you don't have to reinvent the wheel to make a good tool that there's a lot of users of, just provide it.

And we were able to tap into a consultant. John Stricklin has a company called Integration Ninja, and he helped us write our initial batch of Workato scripts or ACC Connect scripts that we'd like to achieve. And we're able to do that collaboratively with him, invite him into the platform. And he was able to show us how some of this works.

What this script is doing is creating asset categories based on MasterFormat. And it is pulling it from AutoSpecs. When we were setting up and figuring out, hey, how should our assets be structured? We had the option of building a template and removing the things that weren't applicable to the project or building it from scratch on a project by project basis.

And we thought that this made a lot of sense, because the specs are already a cropped subset of what's applicable to the job. They're already processed via AutoSpecs. So the script is pulling results from AutoSpecs, organizing assets into two levels of hierarchy, one for the MasterFormat division and the second for the individual spec sections.

And for every automation, you need a trigger. And we opted to use Microsoft Teams as our trigger in this scenario. And there is a tool called Workbot provided by Workato. And it lets you chat with him in Teams just like you would any other colleague.

So here I'm typing, help, and we plan on fleshing out our list of commands here. But we're starting with import of asset categories. And then it prompts me to select a project to import those categories for. It'll give me a message when my script is running successfully and then another one when it's complete.

With the API, there is a limited number of data that you can push in. So we have a timer to not overwhelm that status or that allotment, rather. And so sometimes this script will run for a couple of minutes to not hit that limit. And then we get a message that the import was successful and our asset categories are populated.

So the asset categories or the assets in general are telling you what you are installing to this project. It does not tell you where you are installing it. And there is a locations hierarchy built in as well, in the build module. That can be pulled in automatically from Revit.

You do have to put in a custom parameter to your Revit model to organize or to present your location in a format that assets can import as well. So if you pull in locations, it will automatically connect to the locations that you set up in the build module, as long as you follow this naming convention of following your pre-established location settings and putting that in a custom parameter somewhere.

There is a Dynamo script that can do this for you, rather than needing to do it manually, as long as elements know where they're located. And then asset statuses, every asset category has a list of custom statuses. And we are thinking-- or we are building out a list of asset statuses based on MasterFormat section.

The way that you install a door is different than the sequence that you're going to go for installing concrete or selling a window. And we've started with some generic steps of, OK, what are the processes that we use for precast concrete, for cast in place concrete? If we don't have details, what can we use generically for subcontractor work or for tracking typical units?

Anything physical in the job can be an asset or anything not physical. We're thinking of typical units as assets as well. And things can get compiled that way, so that a user can get the data that they're looking for. The color wheel on the right is the out of the box colors available from the GUI in ACC. The white ones are additional colors that are available only via the API.

And what we're thinking is that we're going to try to make a consistent asset color based on status. So we're starting with green, letting you know that a scope of work has been started. And then we're going around the color wheel to the blues, the purples and this kind of orange and brown range to let you know that a project is complete, reserving red for any issues that may occur along the way.

Asset systems are collections of assets that will let you roll up or containerize those assets into meaningful groups for a user. One great example of that is a concrete pour. In a single concrete pour, we're usually pouring multiple columns in walls for vertical pour or multiple beams in a floor for a horizontal pour. And rather than need to hand search for those individual assets that make up that pour, we're able to group them here.

One asset can be in multiple asset systems. So you can group those assets to what's meaningful for you. And a project engineer tracking one spec section might have different concerns than a superintendent controlling an area or a project manager trying to understand the project in its entirety.

And what we're starting to do is move all of this data that typically used spreadsheets to track into ACC assets. So this is an example of a very detailed door hardware schedule, where we're tracking the locations of doors, hardware groups, keying groups, meeting notes. And all of this information can reside directly in a model.

Our models are getting a lot more detailed. We're starting to realize the benefits of including fabrication models for mechanical and plumbing and sprinklers and laying out directly from the model using SitePrint robots and robotic [INAUDIBLE] stations. And we are starting to model all of our doors, frames and hardware groups on the doors accurately as well.

There is some upfront setup to get these detailed models. We used some great templates from a company called Parallax to get started. And we found that there is a lot of benefit in putting your data in one place. So when you're looking at a spreadsheet of door hardware, it might not be apparent to someone that, hey, it looks like the wrong hardware is specified for this door. When you see it visually, it's way easier to get every stakeholder involved.

In the case of medical center, we've got nurses and doctors looking at this, end users, design teams, the contractor. It gets more eyes on the end result of what you're building. And the model is a great way to facilitate that.

So we've started to evolve from our Revit and Excel based, model based tracking to using assets now. So this is a project where we are able to isolate assets based on status and track where we're at on a job using assets as our database.

And again, what we're doing is we're tracking progress, graphically, viewing it in a model where we're tracking it in a critical path schedule using Teams or P6. We've got a camera on the site, 4K video feed that I'll elaborate on a little bit later. And assets is this platform that we're using to facilitate all of this tracking of where our job is at.

TIM STEINMEIER: So jumping into cost management and ACC, I'll talk a little bit about my journey and some of the functionality that I've got into thus far. Next slide, please.

So getting started, I'll talk about how I was introduced to ACC and how I got into starting up pilot project, getting into a little bit of a short tutorial on the budget import process and how we can use cost and budget code references to link to assets as well as schedule, finishing up with Insight Builder and Power BI.

So I had a special situation, being that my project was delayed and pushed back, which gave me some extra time on my hands. And what this allowed me to do was start learning ACC and jumping online to their learning tutorials and courses. And I was looking for a tool that would help me once I got out to the field and that I could use for tracking, as that's one of my responsibilities as a cost engineer.

So I reached out to Chris and asked him to set me up with a pilot project that he called the Sandbox. And him being the account admin, created me a project, and we looked to create a project from a past project, so that it would have all the data, all the information that I could get going, figure out the features, functionality, of not only the cost management but build and more so.

One thing that I looked into early on was our project controls and our strategic initiatives. A recommendation is to check out Solution Adoption Advisor that Autodesk provides. And it helps you to prioritize and then also define what your incentives are and what your goals are, how to upskill your team and how to track your progress on that goal.

My second recommendation is to ask yourself, Who on your team is in a special situation like myself that has that extra time, can step up and act as a leader to drive forward the initiatives of transferring over and adopting Autodesk as a great project management tool? So the first thing that I got into was I wanted to bring in my budget codes to begin working with that in ACC.

I was starting with an estimate that already had the budget codes in there. And I'm looking to identify the total number of segments in order to set up my segment budget code format in ACC. And from there, I made a couple adjustments to our internal format to fit that of ACC's import template. Next slide, please.

So Hawaiian Dredging has two parts to their budget code. The first part is a nine digit, which we call the phase code. And it's made up of four segments, extra, CSI, operation and division, CSI being the only one that's external and not custom to Hawaiian Dredging.

Part two or category two is made up of different categories of our total cost. So as we can see, salary supervision has both 01, labor, and 02 rolled up into that single phase code. Next slide, please.

So the solution to bring our existing budget code structure into ACC was to combine all segments into one, which gave us a total of five segments. What's great about this is ACC provides multi-hierarchical, so you have the ability to and look through any segment. And what we're doing here is we're transitioning from a flat tabular data to a relational database. This structure allows us easy access to understand and manage our cost data.

So once we are sure what our total number of segments are, we're going to jump into the cost management tool, into settings, in order to set up our budget code format. The highlighted is our first segment, extra, which we have a table for. And we can pull that table information into what's called a master list template and then import directly into ACC.

So we're able to do that for segment one and segment two and segment five. For the first four segments, which makes up our phase code, we use a hyphen for our delimiter. And then between our fourth and fifth segment, we use a period to identify, in ACC, the difference between our part one and part two of our phase code. Next slide, please.

So bringing our budget code into ACC, I had to make some adjustments to our existing budget. What I did here was I'm taking my phase code or my cost code, and I'm turning that into two budget codes in ACC and tacking on that fifth segment to the back. So I've got my first line with 01, labor, on the back, and then my second line 0--

[AUDIO OUT]

-- on the back end there. The other adjustment I had to look to make was to match ACC's format. They're asking for a unit cost, so simple calculation. I'm taking the total dollar in the category account. And then I'm just dividing that by the quantity which is going to give me my unit cost. And then from there, you're ready to upload into ACC and get working with your budget codes. Next slide, please.

So we're looking to move from our current process of tracking our self-perform concrete work as a cost engineer that we are doing in Bluebeam over to ACC and assets model based tracking. This is going to give us more data accessibility for all users and stakeholders within the project to see where the project is at, what has been completed, what's next.

And it gives us that granularity in regards to sorting and seeing what exactly we want to look at, being element, being location or, for example, to match up to a pour schedule that the superintendent has already derived. We also see great possibilities of us working and collaborating with the superintendent within ACC.

Another thing we're excited about is that payment applications are available in ACC. We see a path for this streamlining our workflow, taking our self-perform tracking, and we have all of our subcontractors in our project in ACC.

And we're going to look for them to do the tracking themselves. And that's going to convert right over to our quantities and percentage completes for both our subcontractor payment applications and our owner payment applications. Next slide, please.

So scheduling costs are intrinsically linked. Schedule changes inevitably can impact costs. One where the forecast feature within cost and management, we can pull in a schedule, and we can take a scheduled task or multiple scheduled tasks and link that directly to a single budget code.

The standout feature here that ACC offers is, if we upload a new version of our schedule to the ACC platform and we already have our budget codes linked up to our schedule activities, if there is a change to time durations for a specific schedule activity, that will be flagged.

It will trigger a flag, a visual cue on our budget code, so that we know, if we need to reallocate our budget so that it's accurate and that it reflects the most up to date schedule timeline. Another great feature that is offered is in the cash flow environment of forecasts. We're able to look at cost curves, and we're able to choose how the distribution is.

We have options of rear loaded, front loaded, typical, linear. The graph we're looking at here is an example of power. And power is usually a rear loaded cost curve on a job. As work gets closer to completion and electricity and lighting is always on, we see a huge jump in dollars hitting the project towards the tail end. Next slide, please.

So what's next? We're looking to use both Insight Builder and Power BI to pull in all of our information and use the correlated data to inform our best decision making. We also see this as a great opportunity for us to bring data full circle, where estimators can use information, for new projects, for similar projects.

And we're also looking to see how we can devise and create dashboards that have that unique mechanism, the identifying red flags in order to create that quick glance, that quick insight, in order to most accurately forecast and project what our costs and identify what may need to be adjusted or changed in order to mitigate risk and losses. Next slide, please.

CHRIS BAZE: I'll jump next to the third party integrations. We've got a few that we've been working with, and they all provide different data points and have the ability to integrate with ACC. The first is Versatile. This is a crane hook mounted device, and we're going to play a short video to explain how this works.

[VIDEO PLAYBACK]

[INSPIRATIONAL MUSIC]

- The biggest challenge on any job site is time, money, and schedule. And on this project, we have a narrow timeline and a budget.

- One of the things that will slow down any project, on these ones especially, is when people are not understanding how the crane needs to move.

- We're out on a job. There's a lot of blind spots. There's a lot of gaps that go unseen.

- We take advantage of technology as much as we can. We are the biggest general contractor in Hawaii, and to maintain that position, we really have to be progressive wherever we can.

- To be the best, you got to use the up to date technology and be up at the forefront. It's knowing where the crane is actually at versus where we think it's going to be at.

- What we do is extract data out of the job site completely noninvasively. We then interpret that data. So we understand exactly what's going on and put that data in the form of insights in the hands of builders.

- They know how to project and predict what's going to happen the next day and the next week. Tunnels, you have to think that way. It's a chess game.

- Extracting the versatile data helps us to communicate with our subs and our staff on where we need to improve.

- It helped tremendously on scheduling my deliveries. It gave me parameters of what day during the week I could use the crane for other uses.

- When you schedule for large construction, you're scheduling everything by the day. This is the first technology solution that I've found that breaks that down further to help you optimize by the second.

- Versatile has helped us in the past. The last project, we were able to utilize Versatile's data. And we actually beat our schedule, turned the project over earlier and got our crane down faster.

- The key is that empowerment and the understanding that it's the teams that we serve that actually build. If you put the data in their hands, it's incredible to just watch what they can do with it.

- We want to increase our efficiency and also improve our quality. So you look at new technologies and implement those to try to work to improve our business. And Versatile give us the focus on how we can improve our company.

- When you do vertical construction, the crane very much sets the pace of the work. What Versatile does is helps us understand not only how efficiently we're using our crane, but how we're using it and how to improve it in the future.

[INSPIRATIONAL MUSIC]

[END PLAYBACK]

CHRIS BAZE: So this Versatile grain hook-mounted device has a RTK GPS for very accurate positioning. And that allows us to correlate every pick with the BIM elements that it belongs to. So if we're lifting a column form, for example, not only do we know that we're lifting a column form, we also know what's level and what gridlines that column form is at.

We'll show a demo of how that can be pushed straight into ACC. There is a planning tool on board that will let a superintendent plan out how they think they're going to use the crane for the day and then automatically get actuals for how they did use the crane. And it has a load cell, so it's weighing every pick.

And a lot of cases, we know how much weight of a certain material is expected to go into the building, such as rebar. So every time that you're pulling materials off the truck, you are essentially, in real time, updating your percent complete of, How much weight of rebar did we load onto this deck?

And this is a short video showing a proof of concept that the Versatile team helped us build. So this is a proof of concept for tracking those tunnels like you saw in the video and automatically updating the location of various assets to reflect that. And we thought about this as an asset status. We thought that, more realistically, that same set of forms is moving upward from level to level.

So this lets us update that at a daily cadence, moving closer to real time. And every asset has a complete history of every time that it was modified. So we're thinking that, again, every physical item on that job site, whether it's material installed in place, equipment, or even potentially manpower in the future, will be represented as an asset. And this is how we track the history of what that asset was doing on the job site automatically.

We've also partnered with the Stanford University CIFE Program for several years now. They do a lot of advanced research. And they started by taking our Versatile data, and a bunch of really smart PhD candidates that know how to work with the data helped us extract additional insights from it.

And we've moved on to take better advantage of our camera mounted cameras. We're using Ubiquiti hardware for this. It's not a monthly service. It's something we're able to buy the hardware, have it in VR, in the jobsite trailer, beam data back to be stored and preserved on site for us.

And our summer intern Zara is working on computer vision and extracting additional data from that video feed, identifying what it's seeing. If it's identifying workers, we're looking at identifying what trade they're in, what activity they're up to and just creating a lot more data points to be able to tap into and take advantage of.

The planning is more of a production process for a factory setting than it is what you would see on a traditional construction job. We're getting very detailed with our scheduling, figuring out, OK, what pieces need to happen? What sequence do they move in? Who's involved?

And this very detailed scheduling can match up with a video feed and let you identify, Where are the bottlenecks? What's stopping progress? Or what's limiting you from working faster?

So we're taking this raw video feed and essentially just making project production metrics out of it. And we're in the early stages of this, but I think it shows a lot of promise to really understand how your entire jobsite works, as an extension of Versatile, telling you how your crane is working.

This is an example from a model called YOLO. And this is just keeping tabs on that concrete pump. Where is that placing boom at? And how efficiently is it moving around that job site to complete a concrete pour?

Another platform we've tied into is Genda. I evaluated three RTLS or real time location services solutions. We picked Genda to proceed with. And these guys embed Bluetooth beacons into concrete pours and use smartphones on workers to track locations and provide other functionality to the workers as well.

We played with some that have gateways that need to be hung on walls, and they get kicked around. They're always in the way of the work. We like the idea that these are literally embedded to the concrete with a three year battery life. They're useful for the duration of the job. And then they become inert in the slab when you're done with them.

This is a heat map on the lower right of one of our live projects, showing which trades were on each floor, how many man hours they spent there. And this goes back to our original problem with our scheduling software, in that people don't have time to track things at a super high level of detail. And this is a passive tool that lets us track it automatically.

And a great example on the left here is tracking how many men were performing an activity on a daily basis. So we have a bunch of activities or locations with their corresponding trades as rows, as columns, as day of the week. And then within the cells is the number of men that were in that location at that time and presumably doing that activity.

If there are no men located for a planned activity, it's going to highlight that red. And when you have an interior sup on a large project, they're typically walking miles a day just checking out the status of various floors and seeing what everyone is up to. This is not going to replace that superintendent, but it will help them identify what should be looked at and studied more closely to figure out, hey, Why are people not showing up in an area that I had signed assigned work to?

We also have DroneDeploy. They acquired StructionSite, who we've been working with for several years. And the premise of taking a 360 video camera and walking around the floor with it, it's way faster than laser scanning. And you get a lot of data very quickly.

We are looking at doing this regularly and being able to report on status, both with a large language model. So imagine if you're in the chat and asking, hey, what work has happened on the third floor? And understanding what's happening.

The correlation of this directly to assets is still challenging, in that, if you have a bank of conduit, for example, with the pixels on that 360 camera, it's hard to identify exactly which conduit within a rack is identified. But I think that, with assets and asset systems, that becomes less important.

As long as you know how much quantity of work, regardless of which particular piece of conduit or even particular piece of duct, you understand what total quantity of work needs to go into that space. You understand what space you're in, and you understand how much work has been installed. So we're very much looking forward to exploring this more and taking advantage of not having to manually track all of our assets, being able to do it automatically using computer vision tools.

And this shows how you're able to isolate and create written descriptions or large language model generated descriptions of what happens. From the time I did my last video walk to this one, what changes are in place and explain in detail what exactly was done? So super exciting time for this technology to mature and I think it's going to have a huge impact on our industry.

Last but not least, ConstructivIQ is a tool that integrates with Autodesk Construction Cloud, with CMiC, with your scheduling software, P6, our project and helps you link those pieces of material status. Usually, material status will be done on a spreadsheet, and you would be manually correlating it back to quantities from the model, back to the schedule to depict status.

And it's usually a pain point of needing to understand where all of these moving parts are in a project and when they're going to arrive on site, and more importantly, if it's going to become an issue. When you compensate for lead times and manufacture times, how do we know when we're in trouble? So this is helping us not have items fall between the cracks.

So in conclusion, with references, what we're really trying to do is connect everything project controls. So these are some of the main aspects of the schedule, BIM and cost modules. And right now, a couple of these are one directional and need to be assigned from Workplan task and asset systems. But I really see this as an extension of what Revit provided us 15, 20 years ago, for those of you who have been in the industry for a long time.

Revit was very exciting early on, because it was the first software that allowed design professionals to control your door schedule and connect that directly to a 3D model and to a floor depiction of changing one thing and revise instantly, which is what Revit originally stood for. And really, with ACC, we're just expanding that mentality. We're making everything parametric, and the ability to revise instantly is across the entire project.

So please, please do reach out, connect. We are stranded on an island in the middle of the Pacific. So we definitely want to hear from others that have gone down this journey. And it is a small community. We'd love to learn from each other and help each other continue to grow.

TIM STEINMEIER: Thank you, Chris.