Archive | February, 2015

Color control for imported SketchUp files to Revit

28 Feb

Tips to control the colors on imported SketchUp objects. Please see attached Revit rendering.

The columns in back row are all have no surface paint, in the front row the one on the right with paint color was shown gray. The green table top and the part of those two front legs whit yellow color have no surface paint.

Here is how to set the color for imported SketchUp objects.

1. In SketchUp: NEVER USE PAINT BUCKET! In order to create a complicated object, we have to use lots of components. If any surface in any component has surface “paint”, it would be very time consuming to undo it.

a. Create layers as needed, the table has “Top” and “Wood” layers.

b. Assign color to each layer.

c. Open “Layer Manager”, at top right, click that arrow, select “Color by layer”.

d. If any surface already received paint, do the followings:

– open the “Entity Info” window, select that surface.

– two rectangular boxes will be shown on the left.

– change both to “Default”.

– go back to do the step as in 1.c. above.

2. In Revit 2013: Insert that object into the Revit file, under “Import CAD”, change “Files of type” to “SketchUp Files”.

After the file imported, do followings:

a. Go to “View”, click “Visibility/Graphics”, on the very top, click “Imported Categories”.

b. On the bottom left click “Object Styles”.

c. Find the layer, for example “table”, “Top”, in my case.

d. Click the “Top”, then in “Material” column click the box on the right, the “Material Brower” will be shown.

e. Move the cursor to there, on the right in “Category” column, open “Material Editor”, pick “Appearance Properties”, change the color as you like.

 

If the imported object is a simple one, like a wooden chair, even you applied paint bucket to it. You can go through the steps in #2, after step “e”, select “Default” in that object layers, change the color to brown, then you can get the color you want.

You can play with all other “Appearance Properties”, such as “Transparency” as well.

That’s it. Enjoy!

via RevitCity.com | Color control for imported SketchUp files.

10 Things Every BIM Manager Should Know

10 Feb

Here is a list of 10 things every BIM Manager should know:

 

1. Learn early that spinning models can only get you so far.  The true value of BIM has nothing to do with your laptop configuration and having a ripping graphics card.  Develop your communications skills and presentation skills, and above all, listen to the question.  Being a key member of the presentation team is an honor because you are representing your company’s history as well as future.  Treat the future BIM strategy with as much respect as you honor the past. For an example of this, please see the recorded webinar on Hoar Construction’s and their adoption of the Trimble Customer Success Plan.

 

2. Speaking of strategy, articulate yours.  Many BIM Managers craft a mission statement, post it on the company intranet, and forget about it.  Just as the papers you wrote in high school look dated and antiquated now, so too will your original BIM strategy because the technology is evolving so quickly. This doesn’t mean, however, that you update your strategy every time a vendor announces a new product.  Know how far you want to take BIM…and then push it farther.  What kinds of case studies are your peers publishing?  What kinds of case studies are your vendors publishing?  Consider comparing the two at an AGC BIMForum conference like Miami or Denver.

 

3. You should know the pulse of Owners in your geography and the types of deliverables they need.  Your goal is to balance output: what deliverables will cement your relationships with Owners AND helps your firm deliver a profitable project? Our experience tells us it’s a model tied to budget and schedule so that the Owner can see how a design change impacts cost and time. It’s a constructability report showing the clash and resolution in 2D and 3D. It’s resource-loaded schedules to prove to Subs and the Owner that the schedule works. It’s a work in place report. It’s a cash flow forecast.  For an example of this, please see the recorded webinar on Reporting in Vico Office.  If these are the types of deliverables you’re after, consider upping your game.

 

4. Respect your elders and learn all you can from them.  You probably don’t have construction field experience, so learn as much about means and methods as possible.  All the BIM software in the world won’t help you if you don’t have building in your blood.

 

5. Where do you get your models now? And where will you get them in the future? In our experience, you’re starting to receive models from architects, engineers, and subs, but they are all at different levels of detail.  We even saw on Friday’s webinar that you’ll start creating 3D BIMs from laser scanning point clouds!  Start researching the Model Progression Specification and develop a plan for working together with outside firms and partners.  This is an opportunity for you to play a key role in leading these relationships. By mastering the MPS LOD Playbook and understanding how to roll out Primitives on your next project, you’ll be at the cutting edge of BIM project planning.

 

6. You have probably defined your firm’s process for clash detection and coordination.  Consider taking it a step backwards AND and a step farther.  Implement a drawing check-in process and a model version comparison process to identify changes in construction drawing sets and models.  Basically, you’ll be clearing up clashes and identifying missing information before it ever becomes part of the project workflow.  Then consider learning about Coordination Resolution and how to run your meetings much more efficiently.

 

7. Speaking of taking coordination farther…now that you have coordinated models why don’t you use them for model-based quantity takeoff?  The more precise the quantities, the more precise the estimate and schedule.  For example, you could create a quantities by location report which could save your operations crew hundreds of planning hours.  This will help you drive BIM across departments and out to the jobsite.

 

8. And speaking of the schedule, you are probably asked to create sequencing movies for some pursuits.  Instead of manufacturing a movie to fit an artificial schedule, consider deriving a schedule from the aforementioned construction-caliber quantities by location and introduce a Lean scheduling technique called flowline.

 

9. So now you have the model geometry and properties from which you can derive the quantities.  Using this information and the model you can help the PM inspect the subs’ bids for accuracy.  Look at ways you can harness this information from past projects, too, always learning from what worked and what didn’t.  Learn how past project data can be shared between Modelogix and Prolog and used for quality control on new projects.  Tying together these disciplines with BIM at the core will set your firm apart from others in your geography.

 

10. Designs and models change ALL the time, so don’t be misled by “linking” instead of “integrating.”  Your BIM information needs to be seamless.  Every time the model changes, your budget and schedule should update automatically.  You should not have to go back and manually update all the links.  That’s not strategy – that’s glueware.  See the big picture and evaluate your IT choices accordingly.

 

via 10 Things Every BIM Manager Should Know.

BIM Maturity Index

10 Feb

Maturity Level 1 (Defined):

BIM implementation is driven by senior managers’ overall vision. Most processes and policies are well documented, process innovations are recognized and business opportunities arising from BIM are identified but not yet exploited. BIM heroism starts to fade in importance as competency increases; staff productivity is still unpredictable.

Basic BIM guidelines are available including training manuals, workflow guides and BIM delivery standards.

Training requirements are well-defined and are typically provided only when needed. Collaboration with project partners shows signs of mutual trust/respect among project participants and follows predefined process guides, standards and interchange protocols. Responsibilities are distributed and risks are mitigated through contractual means.

Maturity Level 2 (Managed):

The vision to implement BIM is communicated and understood by most staff. BIM implementation strategy is coupled with detailed action plans and a monitoring regime. BIM is acknowledged as a series of technology, process and policy changes which need to be managed without hampering innovation. Business opportunities arising from BIM are acknowledged and used in marketing efforts.

BIM roles are institutionalized and performance targets are achieved more consistently. Product/service specifications similar to AIA’s Model Progression Specifications or BIPS’ information levels are adopted. Modelling, 2D representation, quantification, specifications and analytical properties of 3D models are managed through detailed standards and quality plans. Collaboration responsibilities, risks and rewards are clear within temporary project alliances or longer-term partnerships.

Maturity Level 3 (Integrated):

BIM implementation, its requirements and process/ product innovation are integrated into organizational, strategic, managerial and communicative channels. Business opportunities arising from BIM are part of team, organization or project-team’s competitive advantage and are used to attract and keep clients. Software selection and deployment follows strategic objectives, not just operational requirements. Modelling deliverables are well synchronized across projects and tightly integrated with business processes. Knowledge is integrated into organizational systems; stored knowledge is made accessible and easily retrievable[8]. BIM roles and competency targets are imbedded within the organization. Productivity is now consistent and predictable. BIM standards and performance benchmarks are incorporated into quality management and performance improvement systems. Collaboration includes downstream players and is characterized by the involvement of key participants during projects’ early lifecycle phases.

Maturity Level 4 (Optimized):

Organizational and project stakeholders have internalized the BIM vision and are actively achieving it.

BIM implementation strategy and its effects on organizational models are continuously revisited and realigned with other strategies. If alterations to processes or policies are needed, they are proactively implemented. Innovative product/process solutions and business opportunities are sought-after and followed-through relentlessly.

Selection/use of software tools is continuously revisited to enhance productivity and align with strategic objectives.

Modelling deliverables are cyclically revised/ optimized to benefit from new software functionalities and available extensions. Optimization of integrated data, process and communication channels is relentless.

Collaborative responsibilities, risks and rewards are continuously revisited and realigned. Contractual models are modified to achieve best practices and highest value for all stakeholders.

Benchmarks are repetitively revisited to insure highest possible quality in processes, products and services.

via BIM ThinkSpace: Episode 13: the BIM Maturity Index.