Lifecycle BIM: Integrating Navisworks, Revit, BIM 360 Field, and BIM 360 Glue, and FM Software

LAUREN MARTINEZ: Welcome to the Lifecycle BIM-- integrating Navisworks, Revit, BIM 360, Glue and Field, and FM software. My name's Lauren Martinez. I'm a VDC construction specialist at Heselden Construction, based out of Denver, Colorado. This is my first time speaking, so please be nice.

[LAUGHING]

ROBERT CHILDERS: I'm Bobby Childers, the director of virtual design and construction for Heselden. Just a quick background in Heselden. It's in Centennial Colorado. Do about $350 million in revenue. Projects that range from hospitals, to resorts, higher education, pretty much the whole gamut.

MICHAEL DULANEY: Thank you, Bobby. I'm Mike Dulaney. I'm the BIM manager for UCHealth. It'll be coming up on three years when I joined UCHealth. Prior to that, I was with the Gilbane Building Company for 20 years. I served as a CAD administrator, scheduler, database developer, then BIM manager. Little bit about UCHealth.

Broke the top 20 for health care systems, and we're number one in Colorado.

LAUREN MARTINEZ: So some key learning objectives. Following this class, you should have a better understanding of Lifecycle management, from concept to Ops, integrating various Autodesk programs and workflows, and influence of BIM 360 Glue and Field's QR codes, and lessons learned as well. The handouts in the presentation can be found online or on the AU app. Please hold all questions 'till the end of the presentation.

ROBERT CHILDERS: So the first objective that we're going to talk about is around Lifecycle. And the project that we're going to be talking about is UCHealth. The project we're presenting today is the UCHealth project, which is in Longmont, Colorado, which is just north of Denver. And it was UCHealth's intent for this project to act as a prototype project for how its future projects were going to look, feel, and be operated by the facilities team.

The project was a 220,000 square foot hospital. We built it in 14 months, and it had a $110 million budget. It had 51 inpatient beds, and 15,000 square foot surgery center. Some of the things I did not show in these slides is what we had done to leverage prefabrication.

We had 2/10 that were 80 foot by 120 foot on site, and a very intensive supply chain management process where we were prefabbing head walls, multi-trade racks, and a lot of the exterior panels. In the past, we've looked at other things, and leveraging things such as bathroom pods, electrical rooms, and those sorts of things. But for this particular project, those are the three main things that we found a lot of repetition, and that we are going to leverage.

Based on the pace of this project and the level of information that we needed to provide as an FM deliverable, I ended up having two co-located VDC specialists on behalf of Heselden. And Lauren was my lead VDC specialist and coordinator who really pushed the limits on what we could do with BIM 360 Field, Glue, and a lot of different Autodesk products. So the question came down to how do we provide the big data to UCHealth at the end of the project.

Well, we started with the end in mind. We knew that this was UCHealth's first project, and that they were going to truly leverage the BIM data for facilities management. So we worked closely with Michael and his facilities team to understand what goals that they wanted to get, as well as what assets they wanted to manage. From here, we also developed a roadmap that outlined, or captured, a lot of their expectations, as well as trying to understand what their deliverables were to achieve those expectations.

It should be noted that UCHealth had not yet selected an FM platform at the time that this project was awarded. So for this reason, I developed some workflows to understand which technologies were going to be used as well as which teams were going to be entering the data, with the understanding that the data would be entered at a later time. For this project, our design team had used Revit, and our subcontractors, or trade partners, had to used a combination of AutoCAD FAB MEP and AutoCAD MEP.

And we all know that there is some integration from the design models to the fabrication models, but it's not as a seamless as you think. So for this reason, we ended up using BIM 360 Field and Glue that acted as the bridge that pushed our data back and forth, and allowed us to meet UCHealth's FM deliverable. From here, it was just a matter of educating our design team and our subcontractors on what the workflows were, and allowing them to test those workflows and see if there's any additional kinks.

Another twist to this workflow, though, was understanding what the hand-off looked like at for the design model, because at 100% design development, our subcontractors, or trade partners, had taken over the model so that we could go directly to fabrication when we submitted for permit. From here on out, the 3D coordination and all of the FM model development went very smooth. So here's an example of our BIM map of ownership.

Everything you see in gray here is our design consultant's model, and everything in green is our fabrication, or our trade partners model. And the thing to note right here at 100% design development is when our trade partners had taken over the model for the mechanical and the plumbing models. So again, it transitioned from a design model, all Revit-based, to AutoCAD FAB MEP.

And this document became one of the exhibits to our contract, and it outlined a lot of the authorship of how that model progressed, and who's supposed to be entering that data. And continuing with the contracts. This is a snapshot of the different contracts that made up our BIM deliverable. You'll notice that there are a couple AIA contracts that we use, which is pretty typical. Some language that a lot of the owners and the designers are all familiar with.

There was a UCHealth construction standards that were more so the guidelines for what the expectations were for the design team, and for all that construction. Included in that BIM guideline are two appendixes. UCHealth had written a level of development which had language that was specific to how UCHealth wanted to see those models progress as well as a component matrix, which Michael will be getting into here shortly. And then finally, he developed a BIM project execution plan that pretty much tied up everything else that was not captured in the BIM standards, a lot of it during the construction and in the model development map that I just showed you.

Here's a timeline. And the thing to note here is that we started off as the design assist. And we spent that first four months of the project truly working with Michael and his facilities team to understand what those deliverables were going to be in those expectations.

And then, you'll also noticed that we started our 3D coordination before we finished our BIM standards. And we are working towards our fabrication, as I mentioned, so that we could submit for permit. And all of this was done before final GMP was improved, and this saved so much time for us.

There were definitely some pros and cons to this but overall, I think it was very successful. You'll notice that the bigger bulk of all of this was done in the FM model development in the 360 Field side, leveraging some of the QR codes in the data entry, which Lauren will be getting into here shortly. So what were some of the benefits that UCHealth was able to gain from this?

They were able to manage all the assets. Michael and I sat down, and Michael first sat down with his team. But they knew that they wanted to manage some of the office furniture, some of the people, their spaces, and their equipment. I think that you UCHealth-- in our area, there are some other local competitors, but I think UCHealth has done an awesome job to truly understand how they can leverage the big data.

So they could get a bigger ROI by finding things such as minimizing impacts on occupied rooms, by leveraging the QR code process, the different technologies, and having all that information in the hands of their facilities teams on their iPads, and the platform that Michael's going to talk about here in a minute. Obviously, with all of that and being able to manage all of your information, and being able to assign what parameters needed to be part of the equipment, you're going to start finding longer life in the equipment, reduce utility costs, improved enhancement to the billing just in general.

I think it's a pretty powerful thing for facilities teams. There's a book that's out there that-- if you guys haven't read it, it's BIM for facilities managers-- and it's a great book. I think it was written about four or five years ago, but it does a great job of capturing some of ROI stuff that we probably won't get into today. But it'll definitely send you guys on the right direction on talking about all the different platforms that are available.

And then here, I just wanted to share this slide. I feel that these are a lot of the bullet points that allowed us to have a successful FM deliverable for UCHealth. Again, I want to start off with you always have to start with the end in mind. And then, we finished with following up with the FM team because we wanted to understand that we met all their needs.

We continued to follow up with them throughout the project, and just close that loop for the continuous improvement side of things. And again, I'm not going to go over everything, but I think a very important aspect that teed everything up was a very concise RFP. So that we could really share what those expectations from the owner's side to the subcontractors.

So it's important for UCHealth as they were developing. Like I said, they didn't have the BIM platform that they knew at the beginning of the project, and they were still developing their standards. So it really came down to us defining what that RFP was for the subcontractors so everybody could be on the same page. And with that, I'm going to pass it onto--

LAUREN MARTINEZ: Mike?

MICHAEL DULANEY: Thank you, Bobby. So UCHealth's entry into BIM. I joined UCHealth in February, 2015, so we're coming right up on three years. During the interview process, the VP of FD&C-- facilities design and construction-- said, I get all these models. I don't know what to do with them. What can you do with them?

So basically, when I came on board, he said do something with the models. So when I came on board-- UCHealth, large organization-- we're now up to 20,000 employees. Three years ago when I joined, it was 15,000 employees. So things move slowly in our IT and purchasing.

So I had about five to six weeks before my Autodesk software came in. And so during that time, I went out and I interviewed our facilities management folks, our design and construction people, medical equipment planning, and also our finance because we actually supply data to our finance people for square footages, for Medicaid and Medicare reimbursement. At the same time, we were transitioning from EMS to TMS, and those are our computerized maintenance and management systems.

So I requested that I be included in the training so I could understand how TMS works. And one of the things I learned is it's SQL based, it's on the web, but it's kind of rigid. It doesn't work very well with QR codes, you can't add fields or additional data, and it had zero graphic capabilities.

So knowing what I knew about BIM 360 Field and Glue, I proposed that we use that on our upcoming Longs Peak project to complement TMS by giving us graphics, being able to add the additional data, and do the QR coding as well. So enter Autodesk. So as I said, I was familiar with BIM 360 Field. Saw other owners were putting BIM 360 Glue and Field to use.

One was William [? Bachmann ?] with Princeton. I attended one of his presentations here at AU last year, and they operated pretty much the same way we do. So I talked to him. Also talked to Western Michigan University, Ohio State, and Carolinas Health. And so I had a pretty good, broad understanding of how they operated and how we operated.

None of them were dedicated healthcare organizations-- well, except for Carolinas Health. The others were universities and so forth. So they operated a little bit differently, so I had to take that into account. So again, we specified BIM 360 Glue and Field for the pilot project, which is Longs Peak.

Bobby provided excellent help in getting the AIA documentation straightened out. That's one of my gray areas, so he helped a lot, and helped us get our requirements written in. So we have a dual approach. One is the CMMS side, and the other side is our computerized facilities management side. They now call it IWMS-- integrated workspace management.

On left-hand side in orange is the CMMS path. So that's what Heselden was working on-- taking the architectural Revit model, doing what they needed to do with it, providing it to their trades, and then pushing it up through Glue and [INAUDIBLE] Field, and then going mobile with it. Right-hand side is the path for Archibus And again, we start out with the Revit architectural model.

We do some things in there, and then that goes up into Archibus Then, we start publishing data, and then we can also go mobile with that. So the BIM Archibus matrix. What that is is a matrix where we add additional data for each piece of equipment. So all the equipment has the same basic fields-- serial number, manufacturer, model. But grease interceptors, they're going to have some different data versus a chiller.

So each one of those line items are fields-- we've added additional data. To develop this matrix, we started with the MEP drawings and went through the equipment list. I sat down with our facilities manager and he said, I want this particular additional data for each line item in there. Put that into Excel, and that became our component matrix requirements.

So this is just a small sample of the matrix requirements. Highlighted there-- broken out is just for the chiller. So you can see with the chiller, tracking the voltage, current, short circuit current rating, horsepower, fan RPMs, fluid types. So obviously, that's going to have different data than an electrical panel which we're also tracking. So beyond the component matrix requirements, we had other requirements in our standards.

One is I had to be able to maintain the model. So specifically, we do a lot of renovations. And a lot of them don't require full BIM. It may just be we're expanding a room, so there may be some light mechanical work. And the contractors that we're involving-- even the architects may not have full BIM capability. So I need to be able to update the model, so that's one of our requirements.

Also, I have to know how to push it up into Glue, and then into field, and get the QR code in there, and add all the additional data as well. One of the things I did realize is that navigating through Glue or field to a technician can be cumbersome. So we asked Heselden to put QR tags on our door frames, and assign those to the rooms. So when tech goes out and they get a call, and it's room 193, tech comes up, scans it, and brings it right to room 193 in the model. All right, Lauren.

LAUREN MARTINEZ: Thanks, Mike. All right, some workflows, and understanding integration of workflows. So how did we get to this QR code schedule? This schedule was created to meet our clients' needs. On this project, our clients were the owner, UCHealth. Also, their facilities management team, and Heselden's Ops team. So anyone in the field.

Our goal was to exceed their expectations by providing new technologies and efficiencies for them in the field. This meant a lot of collaboration, and a lot of training, and making sure that everyone in the field had access to the iPads, and all the applications, and that we also had monitors in the field that had our most current models throughout the coordination process as well. So we actually created the schedule following the coordination project. And the main reason was the design versus the as-built process.

We didn't really want to begin the QR code process until we had completed the coordination through the VDC department. I was on site for the life of the project, and it really was an open door policy. We wanted to provide training whenever possible. So through safety meetings, OACs, one on ones. I mean, realistically, there were many times where my desk was filled with iPads because someone forgot to sync the night before. It happens. Please sync the night before if you're using Field or Glue.

This really was a team effort. Prior to the coordination of the project, the PEs and the PMs on field from Heselden began inputting the locations, or the room numbers, in the field. And also, they started putting the equipment types, and then what the custom fields would be that we would input at a later date. So this really set us up for success.

One thing I definitely recommend when creating the custom type is to set it to text. If you do number, sometimes you'll have issues if you have units, or if it's a tag with both letters and numbers. So that'll save you some time fixing that. So the reason for the individual trade kickoff meetings where the different native CAD programs that the trades were using.

As Bobby mentioned, we had AutoCAD MEP and FAB CAD MEP. It wasn't simply a Revit to Glue process. Prior to these kickoffs, the trades actually input all of the custom field and component matrix data into an Excel file. With FAB CAD MEP and AutoCAD MEP, the main goal was setting the correct attributes in item properties, and then defining the blocks. We focused on the name which was unique to the trade or the tag number, and the equipment types which had already been predetermined by Bobby, and Mike, and the FM team early on.

It was really important that when they created these attributes or item properties that they actually matched up with what had been created at the beginning of the project. That meant the equipment type didn't have spaces or dashes, or it was in all caps. That needed to match exactly for it to sync properly. So that was big as well.

So the equipment type was a big one here. And so, get those naming standards down early. And then, the step by step for these workflows can actually be found in your handouts as well, which are on the AU mobile app or online.

ROBERT CHILDERS: Lauren did a really good job on detailing all of her step by step so we could adhere to that.

LAUREN MARTINEZ: Take a look at 'em. Thanks. So the component matrix that the trade spent time filling out on really helped us out. Realistically, naming types are what we focus on, and this is the reason. What you're actually watching in the video is me setting the equipment.

So it's a good process. But just making sure that the naming types match. And that'll make it a lot more efficient for the trades as well. So following the equipment mapping, we actually had a total of 5,227 equipment items entered into BIM 360 Field. Not all of these were getting tagged with QR codes-- that's not realistic. And that's part of the input data of making sure that we're tagging what's important to Mike and his FM team.

However, having that data within BIM 360 Field is a wealth of knowledge that you can access easily. And these filters on BIM 360 Field are super user-friendly. Here's another video. So, while managing the equipment mapping, this was a great way to double check what had been entered into that component matrix by the trades. It wasn't perfect the first time, and honestly, it's probably not going to be.

We had to go back and update some models. There were a few edits we actually had to make for the component matrix where some equipment had changed or been added throughout this process. I really do recommend using a sandbox for testing in BIM 360 Field and Glue prior to pushing this stuff into your actual project. So request one of those.

So once the equipment was actually mapped, which is what's going on right now in this video, we exported out all of the 5,227 equipment items, and began the really labor intensive, single source of input process of, in Excel, entering in all of the custom fields, which ranged from 3 to 23. So this took a little bit of a while, but it was worth it. So understanding the influence of BIM 360 Glue and Field. Locations, lock it down-- it's not really realistic.

So we're all very familiar that designs can change, and that room numbers can change as well throughout the project. It happens. Unfortunately, these are those locations that the PEs and PNs entered early on in the project. And about over halfway through, almost all of the room numbers changed. It was my happiest day on the project.

[LAUGHING]

So it's not really preventable, but it is something you can plan for, timewise. Realistically, our team in the field had been using these locations for issues, and quality assurance, quality control already at this point, so these locations were linked to issues. They had pins that were tagged to sheets. Once they're connected like that, it's a lot more difficult to remove and replace the locations, but it is possible. That was a nightmare.

So just make sure you're prepared with this for time. And this really does need to happen prior to even going into the QR code process. So how did we decided what equipment and locations would have QR codes? One of the neatest parts of this is where we sat down-- and I kind of already mentioned this-- and we went through the actual component matrix that they had originally created, and we broke it down into two lists.

The one list that these stickers are going to get tagged in the field, and then the other list of this is really valuable data that we could have in BIM 360 Field. And like Mike said, the rule of thumb would be if the equipment was going to be-- if the FM team was going to perform a performance maintenance on equipment within a year. And the big question is, can the QR codes survive construction? And this was one of my other happiest days on the project.

So originally, the product that we had was water resistant, it was durable. But it turns out, it was also removable. One of my biggest lessons learned was we used the ambulatory service center as our first test area for these QR codes on the door jambs. And, I think within three days, like a huge percentage had been peeled or removed. Assuming some people removed them, which is super unfortunate. However, it happens.

So we actually ended up going back and purchasing a QR code that was a whole lot more durable, and it had permanent adhesive. So I went back, removed the ones that were still there, got rid of the goo from the sticker, and replaced them. And that was actually an Avery product, and the product number is 6791. It works out great-- eight sheets, 32 codes per sheet. It's awesome.

One of the most exciting parts about this whole process was realizing how efficient this could be for our team in the field. And honestly, we used it, like I mentioned, for quality assurance, quality control, for issue tracking, pre-punch, punch, owner punch. The trades were using it to close out issues. It really was extremely useful.

If you're using BIM 360 and you think of every time you're creating an issue that you have to go into the locations, break down the location tree, find where you are, it can be cumbersome. So being able to walk up to the door, scan it, and automatically be there is super valuable, timewise. So this is the BIM 360 Field dashboard. It gives you real-time performance data and tracking.

This was also extremely valuable for our team in the field. At this point to date, we've closed out 9,817 issues, which can range from very small issues to large. And if you're familiar with that 360 Field, then this will actually push out an email in the morning to all those responsible parties, and let them know what issues you still have open. And as soon as they go for you to confirm it, you can go see if it's taken care of and close it out. So the process is wonderful.

So the equipment. We had a total of 673 equipment pieces tagged with QR codes in the field. Also a bit labor intensive. And going back to the client expectations, this was the tricky part. The owner preferred less visible stickers in the field, mainly for the door jamb locations. And then, their facilities management guys wanted it to be easily accessible and extremely visible. So--

[LAUGHING]

--yeah, that was super fun. So we did find a balance. Ultimately, we put them on the door jambs, kind of outside the door, outside of the curtain tracks. Because realistically, the entire point of all of this was for Mike's FM team, for when a doctor, or a nurse, or someone in a room hears something rattling in the ceiling, and then the FM team can go up, scan it without disrupting the user at all.

They can pull up the sheets, all the issue located on that room, the model, see what's above the ceiling in the model, and really plan for the next step. Just make sure you definitely lock down where they want the door jamb ones, because we actually had to go back and replace all of them by about three inches, from a vertical placement to a horizontal placement. So I would recommend avoiding that if possible. That was another lesson learned for me. I'm going to hand it off to Mike, now.

MICHAEL DULANEY: Thanks, Lauren. Yeah, so what had happened with the QR location was, out in the field, everybody signed off on it. And then I was talking to my director, and he said, well, where are they putting them? And I said, well, here, I got a picture of it. He goes, oh, well, I really don't want to see it on the vertical surface, because when I look down the hall, I'm going to see all those QR codes.

So he said can you have 'em move to the top of the jamb? I said I'll check. So they ended up having to move those QR codes, which was unfortunate. So we were talking about we have a dual approach. So now, I'll talk a little bit about using Archibus and Revit. So I don't know if you're familiar with Archibus or not, but again, it's an integrated workspace management system.

So we started implementing that in 2016. Basically, we started in June. And the reason why we're doing that is because, one, we're a big organization. And when I came on board, I realized we don't know where all our buildings are. So that's kind of embarrassing when our C suite calls and asks for information, and then we'll start scurrying around trying to figure out what region a particular building is in.

So that was one part of it. The other part is managing our people, in our spaces, our departments, our square footages. It's real important for Medicaid-Medicare reimbursement. One of the things we do is we assign spaces to departments in the division. But we also assign people there, and we track what division and department that person is in. So for example, I'm in facilities. If they took me out and put me in a radiology office, we can't get reimbursed for radiology.

So although we know that space belongs to radiology, it has a department code for radiology, it's now being occupied by an 8595 facilities person, and it's no longer reimbursable for Medicaid-Medicare reimbursement. So preparing the Revit model for Archibus. One of the things we do is in Archibus, we pre-populate as much data as we possibly can. That's the divisions, the departments, our personnel.

And then we have to categorize the rooms, and also give the room types-- are they occupiable or non-occupiable, are they super categories such as shafts, stairwells, and those sorts of things. Once we have that in there, then we can go into Revit. And we open up Revit, and we can assign the floor to Archibus in Revit, and then we can start assigning our spaces to Archibus. And it's bi-directional, so some of the data we choose to populate in Revit, and some we choose to populate in Archibus. Personnel gets put into Archibus.

One of the things that is automatically picked up in Archibus from Revit is the square footage, what they call the room code-- which is actually the room number from the architectural floor plan-- and the perimeters. So we had to have Archibus, our vendor ASCRT make some modifications. One of the things is that out-of-the-box Archibus, the room code, or the room number, is only eight characters long.

Our particular room numbers can go up to 16 characters, so these numbers were clearly not going to fit. And then, we also added three characters for growth. So ASRT, they did it for us. They don't necessarily recommend it because it's a unique ID with the room code, and it's also a lot of other things are based on that. But they did it and it worked out fine. We also add our wayfinding.

So if you're familiar with healthcare or not, the wayfinding is the room number that's on signs. And that may differ from what the architect put in there for the room code. So I don't know if you can see it up here, but this room code right here is 3.2230.6, but the actual wayfinding number is 3.2219.6. So we want to track both numbers. Our facilities techs are used to seeing the room code, and everybody else is used to seeing the wayfinding or signage numbers.

One of the other things is within Revit, as you know, if you put a room in there-- a room object-- it just gathers up the boundary of the room, but it doesn't pick up the threshold of a doorway. So our consultant said to maximize your square footage, why don't you try to pick up the doorway square footage as well? Which, honestly, it's only typically one square foot.

But when you add all those square footages up, you have 100 doors on a floor, that's 100 square feet. We've got a couple of towers that are over 10 stories, that's 1,000 square feet. So it does make a difference when you want to track and include the threshold for the doors. So this is on the Archibus bus side. And actually, this is Revit plug-in here.

So this is just showing you of what you would see when you're using Archibus within Revit. Revit. So when you load Archibus up, it automatically loads up a Revit plug-in. You can select a room, assign the data to it. If you noticed what's highlighted in yellow, that's actually being picked up automatically from Archibus boss. And if you notice at the bottom in the gray, that's the square footage I was picking up out of Revit.

We can also choose and select which way we want the data to go. So we may say, well, we want the room name to be governed by what we have in Archibus, because it matches our wayfinding. So that will overwrite, or that will be the governing name versus what the architect put in on the Revit side. So we can do that for each field. All right, here we are with Archibus.

So we have three screenshots here. Top one is dealing with the actual Archibus room data. So again, it kind of mimics what you already see on the Revit side, so we can use that. And then, we also have, below, all of our employees. So right now, we don't have this automated, but every Monday I get a spreadsheet from our HR, and I send that over to ASCRT and they upload 20,000 people. And they also will check for who's been terminated or separated, and new employees, and so forth and so on-- it will give us report on that.

On the right-hand side is just a small sample of the out-of-box data that comes from Archibus for a space. So we can set up in there the occupancy, and we can also set up if the room is occupiable. There's hoteling in there, there's cost information, there's a lot of different information. So Archibus is really powerful with this.

One of the things with the occupancy is if we set a room for occupancy of one and we try to put two people in there, it's going to give us a warning. We could still put the two people in there, but it's now flagged. Also, we can, like I mentioned, make a room whether it's occupiable or non-occupiable. So if I try to put somebody in a non-occupiable room, it's going to flag that as well. All right, Lauren.

LAUREN MARTINEZ: Thanks, Mike. Thank you. All right, so now for some lessons learned.

ROBERT CHILDERS: Oh, the other way.

LAUREN MARTINEZ: Yep.

ROBERT CHILDERS: So just to talk about some of the takeaways. I think the biggest one was that collaboration and preparation was extremely vital to the success of this project. But before we could get to this point, you really need to understand what everybody else's level of understanding is of the BIM and VDC side of things.

You quickly realize that-- on my end, I was probably the only person that spoke to the BDC and BIM language. And then on Michael's side, he was new to UCHealth, trying to get them to speak that language, but understand what the deliverables and the possibilities could be. So you really need to set a lot of time upfront to educate everybody on the project team, understand what their level of knowledge is around the entire topic of what BIM can do, what a facility management deliverable is, and what the possibilities are for them to leverage and understand that there are certain assets that can provide a lot of ROI to the end user.

Once you get all of that set aside, then I think everything else starts to fall into place, because you're going to start defining what those expectations are. You're going to understand what data needs to be entered, you're going to understand what model elements and attributes are needed to be created to define everything else. So the rest of it should start to flow, and finalize from there.

LAUREN MARTINEZ: Good. And then a few of the challenges we overcame. Some of the big ones are really to just avoid information overload. Try to avoid repeat and redundancies with those custom fields. It's just really not necessary, and it'll make it look a lot cleaner if you don't have repeats in that process.

Another big one is when to actually start this process. You can start adding those attributes and blocks early on in the process, but be prepared for the as-built changes. You really don't want to start the QR process 'till you're halfway over the end of the project. And then another huge one is, honestly, just engaging the team. Collaboration was vital to the success of this project. So getting those workflows and time developments, and then asking questions early.

MICHAEL DULANEY: OK, thanks, Lauren. So just a real quick wrap up on my side of it. This project was a success for us. It was definitely new for all of us. It's one of those things where you go, yeah, I think I've seen it done, we can do this. And then, when we started getting into it-- especially with the changing of the room numbers midway through, you just don't anticipate some of these things. So she did a lot of work and had a lot of stress.

[APPLAUSE]

So it was a big success. We learned a lot from it, and it's paving the way for us going forward. We have two more hospitals that we're building now-- an expansion, a couple of medical office buildings. So that we really we learned a lot, and Heselden did a fantastic job for us, and holding my hand. [LAUGHING]

LAUREN MARTINEZ: So as mentioned, this was my first time speaking at a conference. Your feedback is super critical to us. If you could please take the time to fill out the survey, either on the app or online, we would really, really appreciate it. We do still have time, so we're going to open it up for questions now. Oh, dear.

AUDIENCE: If a building inspector were [INAUDIBLE] fire rating of a door, they know the [INAUDIBLE] why don't you code them too? Why try [INAUDIBLE]

MICHAEL DULANEY: I'm thinking-- and I mean, we probably thought about this-- it could be actually done based on the QR code that's on the door jamb-- could be dual purpose. We probably just didn't think about that, and that's a shortfall of mine. Going forward there, though, we're picking that up on Archibus actually, now.

LAUREN MARTINEZ: I know we had been concerned about the durability of the stickers, and then the access for the FM team to actually scan it as well.

AUDIENCE: [INAUDIBLE]

LAUREN MARTINEZ: The same. Yeah, it's good point. Oh, here. Sorry.

MICHAEL DULANEY: Yep. Sorry about that. The question was did we track, or why did we not track what the fire ratings were on the door with the Q--

LAUREN MARTINEZ: Nope. So the question is why we didn't place the QR code sticker on the door where you also find the fire rating.

MICHAEL DULANEY: OK, excuse me.

LAUREN MARTINEZ: We had discussed that. Honestly, we were concerned about the durability of the sticker, and the access of the guys putting their iPads in. QR codes are great because they're information matrixes that you can read horizontally and vertically, But still making sure that they can read it. We wanted to put it easily accessible. But that's a good point.

AUDIENCE: When I'm loading in all the [INAUDIBLE] into Excel, [INAUDIBLE] do you consider-- or is there-- consider you have [INAUDIBLE] projects [INAUDIBLE], is there a way [INAUDIBLE] of developing some applications that allows you to automatically--

LAUREN MARTINEZ: Upload that?

AUDIENCE: [INAUDIBLE] information, because you mentioned it was--

LAUREN MARTINEZ: Time intensive.

AUDIENCE: [INAUDIBLE]

ROBERT CHILDERS: So the question was, when we were uploading with Excel, was there a way to do this automatically--

LAUREN MARTINEZ: For creating an application.

MICHAEL DULANEY: --or creating an application. So I'll let--

LAUREN MARTINEZ: That would be lovely.

MICHAEL DULANEY: --Lauren talk about that. Anyone on the Archibus side with the personnel, that's one thing ASCRT is going to be working on, because they're getting tired of me sending our employee spreadsheet every Monday. But that's what we agreed to. But I'll let her talk about the CMMS side.

LAUREN MARTINEZ: That would be amazing, especially since it's such a collaborative process. So that would be something that if the trades could fill it out and it pushes immediately. The issue is we created the Excel file prior to mapping the equipment. So making sure that the equipment and the matrix was 100%-- I mean, it took a few iterations before we got there.

AUDIENCE: So [INAUDIBLE] you have contingencies. You have an [INAUDIBLE] be easier to update that.

ROBERT CHILDERS: In theory, I think that's the best way to do it as far as working with our Autodesk consultants. They also recommend, obviously, making sure you have everything as final as you can before you start that process. The one thing I think that everybody's probably dealt with is that-- it's not intentional on the client's part, but clients like to rename room numbers a gazillion times. So there are some certain workflows that, now, a lot of times that we created our unique IDs based on a room number and a location.

So if somebody renames that, now we have to figure out a fancy way to be able to say this equals this for changing this out to quickly update that data.

LAUREN MARTINEZ: Yes, sir?

AUDIENCE: This is unrelated. But any [INAUDIBLE] what is the the process you use for tagging the room number in the model? So when I go about it, I pull the model up, I can go to a room, I set the temp location on the iPad, it goes right to that room in the model. What process are you using to tag the room in the model?

MICHAEL DULANEY: Did everybody hear that question clear enough?

LAUREN MARTINEZ: I got it.

MICHAEL DULANEY: OK.

LAUREN MARTINEZ: So the question was what process did we use for tagging the QR codes on the door jambs, and then pulling up the models. And we also linked them to the sheets.

AUDIENCE: No. I want to know the process in the model-- what process you used in the model to tag those [INAUDIBLE]. So we can pull up [? with the QR ?] code, [INAUDIBLE] location-- what's in the model-- what's that identifier in the model?

LAUREN MARTINEZ: It's the room number.

AUDIENCE: But what is it?

LAUREN MARTINEZ: So BIM 360 Field has a location tree location-- the location tier. Essentially, you have to use Excel to link that up with the room number through a--

AUDIENCE: On BIM's side in the model, is it a tag, is it an object, is it a--

LAUREN MARTINEZ: It's a space. It's a clearance box space of the room that, essentially, Revit creates.

AUDIENCE: OK. Do you have a parameter, an object, a space, or location. That's what I use.

LAUREN MARTINEZ: Yeah. I think Revit 2017 now, if you export out any model levels, it will create the new space clearances, and that helps a lot. Any other questions?

AUDIENCE: [INAUDIBLE] the project can be [INAUDIBLE]

LAUREN MARTINEZ: So the question was how we kept the as-built models updated 'till the end of the project. Essentially, following coronation, we started this process. And I believe there were two updates in that period where we went through and updated the actual equipment mapping to anything that was removed or added.

Then, following that process, we had the final as-built model update, and that's essentially where everything was finalized. Fortunately for us, the equipment didn't change in that process. But there were added door locations, so we did have to update those. They took a whole shelf space, and design decided to build it.

ROBERT CHILDERS: And then on the design side, it was a traditional approach that, unfortunately, we had to have. There was no master model, we had to have a design model, and we had a construction model. So the design team kept a record model on that end, and then we kept the record model on the construction side. So they have a bunch of models to work with. But on the MEP side, like I had said earlier that we had taken over on mechanical and plumbing's side from 100% DDs all the way through. So that permit level model was probably the most accurate because its shop level information.

LAUREN MARTINEZ: The gentleman in the back? Yep.

AUDIENCE: So I have two Archibus questions. You said I believe [INAUDIBLE] Archibus [INAUDIBLE]. How did you decide--

MICHAEL DULANEY: So since we're implementing it and learning it, it's really just whatever felt like the most productive for a given area. Within both applications, you can select areas and pull them up, and start entering data. The one thing that happens is-- well, you can do wholesale changes with departments and that sort of thing. What happens is on the Archibus side, there's an application called Smart Client, which is basically kind of like the spreadsheet view.