Saturday, March 27, 2010

Energy Star Rating Fraud

Welcome to the Collaborative Revolution!

The Popular Mechanics article linked below describes the issuance of "Energy Star" approval for several fake products. This should be a warning to architects and engineers who are promising increased energy efficiency in structures if any portion of that claims is based on use of Energy Star ratings of specified appliances. As we work to form integrated teams we will have to look very carefully at the claims of energy efficiency, especially if the owner is being promised superior performance. Just a word of caution.

Energy Star Fakery

James L. Salmon
Of Counsel
Beatty Bangle Strama, p.c.
400 West 15th Street Suite 1450
Austin, Texas 78701
(o) 512-879-5050
(f) 512-879-5040
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

Jsalmon@bbsfirm.com
JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com
www.bbsfirm.com

Office: 512-879-5050
Skype No: 859-912-7747
Cell No: 512-630-4446
Skype: JameswithCCR

Monday, March 22, 2010

Statistics Brought to Life

Welcome to the Collaborative Revolution!

The video presentation below is very interesting. As you watch it think what an owner could do with data generated from 20 - 50 years of building ownership. This is why creation and delivery of robust digital assets to owners of facilities and infrastructure is so important.




James L. Salmon
Of Counsel
Beatty Bangle Strama, p.c.
400 West 15th Street Suite 1450
Austin, Texas 78701
(o) 512-879-5050
(f) 512-879-5040
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

Jsalmon@bbsfirm.com
JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com
www.bbsfirm.com

Office: 512-879-5050
Skype No: 859-912-7747
Cell No: 512-630-4446
Skype: JameswithCCR

Friday, March 19, 2010

Building for Boomers

Welcome to the Collaborative Revolution!

Much of the housing data, options, and trends integrated teams need on hand to plan, design, and construct integrated communities that satisfy the needs of aging baby boomers appear to be addressed in this book. Demographics alone should prompt you to consider the text. 77 million boomers will have live somewhere. Integrated teams of architects, builders, engineers, developers, and suppliers need to pay attention to their demands.

Table of contents

Chapter 1. Boomers: Who They Are, What They Want, Why You Should Care;
Chapter 2. Unexpected Challenges;
Chapter 3. Neighborhood Types;
Chapter 4. Aging in Place, Universal Design, Sustainability and Building Green;
Chapter 5. Technology Turns the Tide;
Chapter 6. Single Family Homes and Townhouses;
Chapter 7. Condos and Apartments;
Chapter 8. The Design Process Step by Step;
Chapter 9. Design Options;
Chapter 10. Looking Ahead;
Chapter 11. Determining and Developing Your Niche;
Chapter 12. Dos and Don'ts of Dealing with Boomers;

The author, Judy Schriener, is a journalist in the design and construction field who spent 16 years in McGraw-Hill’s Construction Group as editor-in-chief of the group’s website.

Her co-author Mike Kephart is recognized as one of the leaders in the field of 50+ housing and has won numerous awards for his designs.


Amazon Link

James L. Salmon
Of Counsel
Beatty Bangle Strama, p.c.
400 West 15th Street Suite 1450
Austin, Texas 78701
(o) 512-879-5050
(f) 512-879-5040
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

Jsalmon@bbsfirm.com
JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com
www.bbsfirm.com

Office: 512-879-5050
Skype No: 859-912-7747
Cell No: 512-630-4446
Skype: JameswithCCR

BIM in Braille


Welcome to the Collaborative Revolution!

Are Owners Getting a Rubik's Cube in Braille?

Scroll down a little further to read about Katy's Birthday and the "Box of BIM Blocks" she gets that she doesn't know how to reassemble. But that may be the best case scenario.

Many Owners who demand BIM are actually given what amounts to a Rubik's Cube in Braille. Sighted Owners are NOT amused.



James L. Salmon
Of Counsel
Beatty Bangle Strama, p.c.
400 West 15th Street Suite 1450
Austin, Texas 78701
(o) 512-879-5050
(f) 512-879-5040
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

Jsalmon@bbsfirm.com
JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com
www.bbsfirm.com

Office: 512-879-5050
Skype No: 859-912-7747
Cell No: 512-630-4446
Skype: JameswithCCR

Thursday, March 18, 2010

Another Cautionary Hacker Tale

Welcome to the Collaborative Revolution!

Here in Austin a disgruntled former employee of an Auto Center hacked into the company system and wreaked havoc on the company's customers' cars by "virtually vandalizing" the vehicles. Those of us in the Construction Industry advocating use of virtual design and smart building components need to keep these issues in mind as we work to hand off smart digital assets to owners.

Virtual Car Vandal

James L. Salmon
Of Counsel
Beatty Bangle Strama, p.c.
400 West 15th Street Suite 1450
Austin, Texas 78701
(o) 512-879-5050
(f) 512-879-5040
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

Jsalmon@bbsfirm.com
JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com
www.bbsfirm.com

Office: 512-879-5050
Skype No: 859-912-7747
Cell No: 512-630-4446
Skype: JameswithCCR

Monday, March 15, 2010

Bringing IPD to the Public Sector

Welcome to the Collaborative Revolution!

Key Elements of a Public Integrated Project Delivery Program
March 15, 2010

Stakeholders in the construction industry are interested in extending the benefits of Integrated Project Delivery (IPD) to the public sector. James L. Salmon, of Counsel with Beatty Bangle Strama, p.c. of Austin and President of Collaborative Construction Resources, LLC has been named to an IPD Initiative Committee formed by the Institute for Leadership in Capital Projects. The IPD Initiative Committee has been tasked with investigating options for obtaining approval of IPD as a delivery model under Texas law. It is believed that private IPD processes can be adapted for use by public entities if approved by the Texas Legislature.

In the private sector Integrated Teams are formed early in the planning phase and, at a minimum, include the owner, contractor and the Architect of Record. There is no reason public entities cannot adopt and deploy effective IPD processes if the Texas Legislature will approve the use of these innovative new business tools. Private IPD Owners are utilizing IPD to increase the efficiency with which planning, design, construction and maintenance services are delivered and taxpayers deserve access to those innovative tools which are reducing project costs and work schedules by 15 to 25 percent or more.

In an IPD environment Integrated Teams craft, negotiate and implement Integrated Agreements – including Protocols related to Incentive and Risk Allocation, Alternative Dispute Resolution and Lean Business Processes – all of which increase efficiency and productivity in the planning, design, construction, operations and maintenance of facilities and infrastructure. Integrated Agreements detail collaborative principles pursuant to which Integrated Projects are completed. The scope of work required of each Integrated Team member or later joining specialty designers, subcontractors or consultants (Specialists) – and base compensation for their work – are set forth initially in a Target Cost Estimate (TCE) which evolves into a Guaranteed Maximum Price (GMP) which is, in turn, incorporated into the Integrated Agreement by Amendment.

Key features of an IPD model are listed below. The elements detailed below are flexible enough to meet the needs of public entities, throughout the State of Texas, and the Texas Legislature is strongly encouraged to adopt enabling legislation that will allow the State of Texas and agencies within the State, to take advantage of the reduced costs, increased efficiency and long term energy savings available through the use of IPD as a method for delivering facilities and infrastructure.

Key Elements of an IPD Program

  1. Private IPD owners have the luxury of hand picking Integrated Teams. Public IPD owners, bound by restrictive regulatory and statutory procurement rules, are generally not allowed to form Integrated Teams and can only achieve IPD if authorized by statute.
  2. The first task in an IPD environment is to develop criteria reflecting the business purpose of the contemplated facility or infrastructure and a Target Cost Estimate. An Architect of Record can assist an owner in identifying criteria and a TCE if an Integrated Team has not yet been formed. Private owners can select the Architect of Record on merit while public owners must utilize a statutorily authorized qualification based selection process. During this phase the IPD Owner and the Architect of Record – or the Integrated Team if already formed – creates criteria detailing the business purpose of the facility / infrastructure and formulates a TCE. Those criteria and the TCE will guide the Integrated Team as ideas are translated into action.

  3. If the IPD Owner wishes to receive competitive bids from Integrated Teams it must issue a Request for Qualifications (RFQ) and a Request for Proposals from Integrated Teams. Private IPD Owners who have pre-selected Integrated Teams often skip this step. Public IPD Owners will be required to issue RFQs and RFPs and to consider proposals from competing Integrated Teams. Public selection committees can short list Integrated Teams that meet the RFQ and submit competitive responses to the RFP. Where criteria are not yet well defined qualifications will drive selection while selection for Integrated Projects with well defined criteria will be based on best values calculated by a weighted combination of qualifications and price. An Integrated Team’s proposal should include a break down of Integrated Team members’ base fees, general conditions – if such conditions are in addition to and not in conflict with the required form of Integrated Agreement – a description of the scope of work for which each Integrated Team member will be responsible, contingencies and, if appropriate a TCE / GMP based on best practices. Base fees should be calculated by reference to the amount of risk each Integrated Team member is willing to bear in exchange for a percentage share of the amount by which the Integrated Team beats the GMP (a.k.a. “risk fee”) after it is locked in by amendment. In exchange for access to the short-listed firms’ work product, value engineering ideas and unique design solutions – all of which require extensive preparation and include confidential and proprietary information – IPD Owners must be prepared to compensate non-selected firms for access to such information through a reasonable stipend.
  4. The Integrated Team can provide pre-construction services to the IPD Owner during the planning and design phase, similar to a CM at Risk, prior to reaching an agreement on a GMP. It may be appropriate at this stage – or even earlier – to negotiate a Master Non-Disclosure Agreement and / or Confidentiality Agreement among the parties to protect the intellectual property, trade secrets and other confidential information being shared among the Integrated Team members.

  5. Once criteria and TCE are mature – usually at the schematic design stage under the traditional design-bid-build delivery model – the Integrated Team can develop and negotiate a GMP proposal with the IPD Owner. If agreement is reached on GMP that number is incorporated into the Integrated Agreement by amendment. If agreement cannot be reached on a GMP the IPD Agreement may be terminated and the IPD Owner can abandon the project or invite other Integrated Teams to negotiate an agreed GMP. Any IPD Owner that engages a new Integrated Team must avoid breaching the NDA / CA signed with former Integrated Team members. Alternatively, the initial Integrated Team – or even certain members thereof – may choose to waive their “risk fee” and execute an amendment to the Integrated Agreement to perform services on an alternate pricing basis. Finally, the IPD Owner may select a different delivery model all together if GMP negotiations fail.
  6. The agreed GMP takes into account the costs and fees of all Integrated Team members as well as the costs and fees of specialty designers, subcontractors and consultants (Specialists) that have not yet joined the Integrated Team. Once an agreement is reached on GMP the Integrated Team can move forward with the project, inviting bids / proposals from Specialists as necessary. Specialists who join the Integrated Team must agree to be bound by the general conditions of the Integrated Agreement, though fee agreements, costs and other special arrangements can be separately negotiated between Specialists and existing Integrated Team members, provided the Specialists agree to be bound by the general conditions of the Integrated Agreement. In the public sector all Specialists submitting bids must be pre-qualified by the State, and / or the contracting authority and the Integrated Team.

  7. Award of contacts to Specialists can be based on merit, value and team chemistry – preferred criteria in the private sector – or the lowest responsive bid in the public sector (responsibility having already been determined in the pre-qualification process). This protects the Specialists from bid shopping. If bids from competing Specialists exceed the estimate of the Integrated Team member seeking services / products for a specific scope of work, or the overall GMP is exceeded when the cost of the Specialists bids are added, the Integrated Team has two options. The Integrated Team can utilize contingency funds to cover the overage of the Specialist(s) bid(s), or revise the scope of work and rebid. Upon rebid the Architect of Record must confirm the revised scope of work continues to meet the IPD Owner’s original criteria. At this stage the Integrated Team must also secure all necessary payment and performance bonds for all work.
  8. Members of the Integrated Team – usually the Constructor or Subcontractors that have already won work on the project – can self perform any portion of work, provided the performing Integrated Team member has demonstrated its qualifications to perform the work and, on a public project, the designated Integrated Team member submits a separate bid to the IPD Owner to perform the scope of work for the price required in its GMP prior to accepting sealed bids from others. Such bids shall be opened by the IPD Owner in public. Such work shall be provided to an existing member of the Integrated Team only if no competing bid is received from a qualified Specialist for a number that is less than the established GMP line item number for such work. Further, no contingency funds can be used by an original Integrated Team member on such self-performed work.

  9. Progress payments during construction are based on actual costs, up to the GMP, and all the Integrated Teams’ project accounting is open to the IPD Owner for review. In addition, prompt payment, lien options and other contractual protections, including alternative dispute resolution processes, incorporated in the Integrated Agreement shall apply to the all Specialists.
  10. If the project exceeds the GMP price, the IPD Owner’s costs shall be capped in accordance with the Integrated Team’s Incentive and Risk Allocation Protocol. If the project is completed with contingency dollars remaining in the project fund, the Integrated Team shall share those savings in accordance with the Incentive and Risk Allocation Protocol. Other incentive and risk sharing mechanisms can be incorporated to align the interests of the Integrated Team.



James L. Salmon
Of Counsel
Beatty Bangle Strama, p.c.
400 West 15th Street Suite 1450
Austin, Texas 78701
(o) 512-879-5050
(f) 512-879-5040
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

Jsalmon@bbsfirm.com
JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com
www.bbsfirm.com

Office: 512-879-5050
Skype No: 859-912-7747
Cell No: 512-630-4446
Skype: JameswithCCR

Sunday, March 14, 2010

A rare political post


Welcome to the Collaborative Revolution!

I have never addressed politics on this Blog. But I advocate open and honest dialogue among clients and I am not interested in standing silent any longer. Below is a video that captures my feelings. Enjoy.


James L. Salmon, Esq.

Of Counsel

Beatty Bangle Strama, p.c.

400 West 15th Street Suite 1450

Austin, Texas 78701

(o) 512-879-5050

(f) 512-879-5040

(c) 512-630-4446

(s) 859-912-7747

President

Collaborative Construction Resources, LLC

Jsalmon AT bbsfirm DOT com

JamesLsalmon AT gmail DOT com

James.Salmon AT collaborativeCR DOT com

www.CollaborativeConstruction.Blogspot.com

www.CollaborativeConstruction.com

www.bbsfirm.com

Wednesday, March 10, 2010

Katy's Birthday - An Allegory About BIM as a Digital Asset



Welcome to the Collaborative Revolution!

Clients often ask me why owners are not willing to invest in BIM. The unfortunate answer is they don't get much from BIM.
The image to the right depicts the classic "Federated BIM Model that many project teams utilize to deploy BIM on a project. As the story below highlights, BIM in this format is not very useful to owners.

Ultimately, owners will find value embedded in the As-BUILT-BIM, but it needs to be delivered in a useful form. Accordingly, owners won't appreciate or invest in BIM until As-BUILT-BIM represents flexible digital assets that support facilities / infrastructure and grows with the facilities / infrastructure over the life of the facility / infrastructure.

When I meet with clients I tell the story of "Katy's Birthday" to help the team understand the limited value of a federated BIM model to an owner if the team - especially the BIM Consultant - fails to remain engaged with the owner over time and the owner receives a stunted or ineffective digital asset.

Katy is Daddy's little princess and she wanted a Castle for her birthday. Daddy told her, "Honey, you cannot have a real Castle," and she cried. So Daddy rented an inflatable Castle, which was better than nothing. And Mommy invited Katy's friends to bring their wooden toy blocks to the party and build her a real Castle.

Johnny brought BIM blocks by Revit, Sally brought Bentley BIM blocks, little Susie brought BIM blocks produced by Tekla, and half a dozen other children brought special BIM blocks built with their favorite software application. The children built a beautiful Castle and Katy loved it.


As the party was winding down Johnny's Mom said, "Grab your blocks Johnny, and let's go." Johnny ran to the table and began grabbing his blocks, causing Katy's Castle to collapse! Katy began to cry, upset at the sight of the collapsed Castle. The parents gathered in the corner whispering, and the decision was made to leave all the blocks with Katy.

All the blocks were placed in a single box, Revit Blocks, Bentley Blocks, Tekla Blocks and half a dozen other brightly colored blocks. Smiling, Johnny handed Katy the box, saying, "Here's your Castle Katy!" Katy stared sourly at the box and mumbled. "Thanks" in a very ungrateful tone of voice.

Katy retreated to her room and sat staring at the box of blocks, trying to remember how the beautiful Castle fit together, but she was unable to rebuild by herself. Her departed friends were the only ones who knew the secret of how the Revit, Bentley and Tekla blocks fit together. Almost none of her friends knew how the special notches in the remaining half dozen blocks fit together. Katy could never rebuild the Castle.

Owners face Katy's dilemma at the end of every project. They are handed a "box" of BIM blocks that don't fit together and the owner has now idea how to put the Castle together again. Of course, those are the sophisticated owners who know enough to demand BIM in the first place. Most owners allow the Castle builders to walk away with the BIM blocks and are left with nothing.

Ultimately, owners need As-BUILT-BIM with flexible mechanisms for managing the vast amount of information contained therein, connecting that information to and leveraging it over the Web and treating the information like the valuable digital asset it is. New entrepreneurial business processes will emerge as owners and others leverage these new digital assets to add value to the underlying business purposes the facilities / infrastructure constructed to fulfill. When owners learn to leverage these new digital assets real demand for true As-BUILT-BIM will skyrocket.

James L. Salmon
Collaborative Construction
300 Pike Street, Suite 500
Cincinnati, Ohio 45202
(o) 513-721-5672
(f) 513-562-4288
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com

Why is it so hard to deliver BIM?

Welcome to the Collaborative Revolution!

It is almost impossible to deliver BIM solutions in a Design - Bid - Build environment. You have to have fantastic team chemistry - a rarity - to make any hay with BIM or lean processes in a Design - Bid - Build environment. Integrated project delivery, Design-Build and even CM at Risk are all more BIM / Lean friendly project delivery mechanisms than Design - Bid - Build.

Separately, owners don't realize the value of an as-built-BIM at this point and simply don't view the creation of such a digital asset as adding value to their facility / infrastructure beyond completion of construction. There's a lot of talk about the value of BIM in O&M but very little action on that front.

Enterprise level product life management software tools utilized in manufacturing have been used for YEARS to integrate and support planning, design, manufacturing, distribution, sales, warranties, service, recalls, etc. etc. But that's because knowledge and information about the product produced MATTERS to the manufacturer of an airplane, a jet engine, a car or another PRODUCT.

The construction industry is fixated on delivering PROJECTS not PRODUCTS. Until we begin to treat high quality sustainable facilities and infrastructure like the products they are we will continue to fall on our face. In the construction industry a disparate rag-tag amalgamation of planners, designers, constructors, subcontractors, owners - think developer, government, commercial tenant, home owers etc., and a variety of service providers and consultants come together to deliver a PROJECT not a PRODUCT and they do so by operating largely in secret in their silos - which are converted to bunkers if anyone sues - and the left hand RARELY knows what the right hand is doing.

The software tools offered by Autodesk, Tekla, Bentley, Archicad, etc. etc. are not enterprise level software tools and cannot be made to operate as such unless the entire team purchase a single software application. Even then, none of the design tools communicate or play nicely with the O&M software packages utilized by facility managers.

Dessault System's CATIA program is an enterprise level design tool - Siemens offers one as well as does IBM - but those programs are generally too costly, too complex and too foreign for use on average construction projects. Until we perfect the concept of a centralized BIM server owners will not have access digital assets contained in a quality as-built-BIM.

There are a lot of temporary / incremental solutions and BIM is a great process that needs to be nurtured, expanded and advanced. But we have a long way to go.

James L. Salmon
Of Counsel
Beatty Bangle Strama, p.c.
400 West 15th Street Suite 1450
Austin, Texas 78701
(o) 512-879-5050
(f) 512-879-5040
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

Jsalmon@bbsfirm.com
JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com
www.bbsfirm.com

Office: 512-879-5050
Skype No: 859-912-7747
Cell No: 512-630-4446
Skype: JameswithCCR

Tuesday, March 9, 2010

More Nano Medicine

Welcome to the Collaborative Revolution!

As I always say, I can envision some really interesting uses of nanotechnology in the building and construction industry in the very near future. The article linked below describes a kind of "smart" cancer treatment whereby a protein that is attracted only by certain types of cancer cells is attached to two molecules of gold and a molecule of iron oxide and sent to attach itself to the cancer cells, at which point a low grade infrared laser targets the cell, heating the metals and destroying the cancer cell.

I have a vague recollection of similar technologies being used to destroy / repair building materials. Again, I can envisions a wide array of uses.

Smart Cancer Treatment

James L. Salmon
Of Counsel
Beatty Bangle Strama, p.c.
400 West 15th Street Suite 1450
Austin, Texas 78701
(o) 512-879-5050
(f) 512-879-5040
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

Jsalmon@bbsfirm.com
JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com
www.bbsfirm.com

Office: 512-879-5050
Skype No: 859-912-7747
Cell No: 512-630-4446
Skype: JameswithCCR

Monday, March 8, 2010

Smart Devices Subject to Hackers

Welcome to the Collaborative Revolution!

As a fan of advanced technologies these kind of stories worry me. Especially in light of our advances by or not so "friendly" friends in China who do not really have our best interests at heart.

Medical Devices Vulnerable to Hackers

Read the whole thing. And keep this in mind as we advance the BIM ball vis-a-vi smart building components.


James L. Salmon
Of Counsel
Beatty Bangle Strama, p.c.
400 West 15th Street Suite 1450
Austin, Texas 78701
(o) 512-879-5050
(f) 512-879-5040
(c) 512-630-4446
(s) 859-912-7747

President
Collaborative Construction Resources, LLC

Jsalmon@bbsfirm.com
JamesLsalmon@gmail.com
James.Salmon@collaborativeCR.com
www.CollaborativeConstruction.Blogspot.com
www.CollaborativeConstruction.com
www.bbsfirm.com

Office: 512-879-5050
Skype No: 859-912-7747
Cell No: 512-630-4446
Skype: JameswithCCR