Creating Revit Starting Views Using Ideate Sticky & Titleblocks

Having worked with many customers on their BIM workflows and on my own BIM-related projects, one feature I see underused or not used at all, is the Revit Starting View. Especially when combined with a Titleblock and Ideate Sticky, Starting View can be an extremely powerful feature, ensuring team members office-wide have the latest project information.

Starting View allows you to assign a default view Revit will defer to as a starting point when a project file is opened. Even if you save on a completely different view before exiting your file, Revit will open to the Starting View you specifically assign. It is a great way to open directly to a view you are familiar with and want to work from. 

But, choosing your Starting View strategically, matters. 

Most of the Starting Views I have encountered along my way are project landing pages. These landing pages may contain information such as the client name and address, major milestone dates, notes to the team, and other important details related to the project. Unfortunately, most are also created as Drafting Views, which is a missed opportunity; project information is manually entered as a text note, and usually does not correlate to any of the information you see on a Titleblock. So, I say: why not use a customized Titleblock as your Starting View, instead? 

Using a Titleblock as a Starting View means you can add project based information and all edits will automatically propagate throughout your entire project! Additionally, you can add hyperlinks that direct users to project information, such as your BIM Execution Plan or even the Project Directory, itself.

Now throw in Ideate Sticky to get the absolute most out of your Starting View. 

BIM Managers can use Ideate Sticky with their Starting Views and incorporate their Stickies into Revit Templates. One huge advantage of this workflow is the ability to edit a master Sticky with company-wide information, such as current Revit Builds and any other need-to-know project details. When master information is edited, every project in the office will immediately receive an update. When the team opens their Revit projects, they will see the updated information in their Starting View.

To learn more about this workflow and to get some great Starting View tips, be sure to watch my video on the topic.

Thank you for reading. For more information on the software solutions, training and consulting Ideate provides, please visit the Ideate Inc. website.

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Sash Kazeminejad
AEC Senior Application Specialist 
Sash is a registered Architect and LEED Accredited Professional who holds a Master of Architecture from Montana State University. Sash’s experience includes project management, BIM management, and design for architectural firms in California, Montana, and Oregon. As an Autodesk Certified Instructor, Sash provides Revit Architecture training and solutions for AECO firms. @sashpdx 

Value Proposition - Why You Need ONE!

 

We all belong to a sales organization

 Often when this statement is made, there is a chorus of "No we are a service organization", or "We are doctors, lawyers, architects, etc."  This is simply not the complete story.  Something has to be sold, whether you are a charitable organization, provide services,  or Apple, Inc., there is a buyer and a seller.  The fact is:  If you work for yourself or work for Google, you are part of a selling organization.

This leads to the question - How do customers/clients make a buying decision?  Many firms will talk about their people, or that they went to school with the client, or other such things.  I agree these may be factors, as well as price can be a determining factor.  However, customers want to receive 'value'.  Value is defined as the relative worth of goods or services.
How do you position or define the 'value' of your goods or services?  A value proposition is the method of conveying your company's value.  What is a value proposition?  In essence, it is about turning a customer from 'saying so what' to 'gladly willing to spend money'.  Also a strong value proposition reduces 'price' as being the only determining factor.  When all things are perceived as equal, price will become the final determining factor.

 

Let us start with what value propositions are not:

• It is not featured based.  Our cellphone has a 4 mega-pixel lens.
• It is not only about price, I contend, value propositions have little to do with price.  Our hamburger is 49 cents.
• It is not about goals, philosophies, theories or concepts.  'We love our job' usually does not make a buyer decide.

In reality, it is all about faster, better, stronger.  This may seem obvious until you start listening to your company's marketing speech.  Does your company website, or company management, say:

• We are local, we have been in the area for over 50 years.
• We are known for our people.
• The new software lets you do the following feature.
• It is all about our philosophy.
• We are agents of change.

This all may well be true, but leads buyers to say "so what?"

 

How do you put together a value proposition and how should it be stated?

• Approach from the client's perspective - how can you make them faster, better, stronger.
• We provide process improvement that will save you time. 
• We provide multiple necessary steps of a process saving you the headache of coordination. 
• We deliver pizza in 30 minutes, guaranteed to be hot.
• State the information directly, don't be shy.  The client has a need and wants the answer.
• Our help desk will answer your question in under an hour.
• We can get your taxes done in 2 days, and we deal with the IRS with questions.
• Our trash bags are 15% stronger than the competition.
• Where should the value proposition be stated?
• On the front page of your website.
• Into the everyday 'speak' of your team.
• In every discussion with the customer.

Why do you need it?

• Your competition is talking about how they are better.  Your competition may even be using fear, uncertainty and doubt (FUD) to confuse the customer.
• It creates a differentiator for your company.
• MOST IMPORTANTLY -  The customer is trying  to solve problems and wants them solved FASTER, BETTER, and STRONGER.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech

Get it. Know it. Use it.

Importance for Architectural Project Managers to be PMI Certified

Many architectural firms have a job function called "Project Manager", what credentials should they have?

- Should they be Architectural School Graduates?

- Should they be Licensed as an Architect?

- What additional credentials should they have as a  Project Manager (PM)?

Many firms are sure about the architectural school graduation, and many firms seem to value having a license as an Architect.  But that seems to  be where the credentials end.  Firms then seem to focus on particular project experience (K-12, retail, health care).

I am not discounting project experience, but there seems to be another credential needed.  However, what other credentials/knowledge are needed.

Project Management is defined as "the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals" (Wikipedia).  I find many people define project management as delegating to others, emailing, and taking meeting notes.  This underestimates the breadth of knowledge, requirements, and skills needed to be a good project manager.  What is the answer?

Project Management Institute (PMI) (www.pmi.org) is an organization that provides credentialization and continuing education for project managers.  Why should that be crucial for architectural project managers? 

As a PMP certified professional, Architect, and project manager, the knowledge I learned:

Why it is important to get all the stakeholders involved in a project, including input that may cause project delay?

Why understanding risk and opportunity, how to mitigate risk and leverage opportunity is a key to a successful project?

How do you know when your project is either over-budget or behind schedule - at any point in the project duration?

Building Owners would find value in these traits, and could leverage your firm's ability to secure more work.  Investigate PMI's website - the testing is rigorous, but the educational and practice rewards are high.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech

Get it. Know it. Use it.