Category Archives: Building information modeling

Discussions of BIM in any context

Architecture futures

The explosion of technologies that are transforming architecture is changing everything about it- how it is viewed by clients, the services architects offer, the economics of the office, how projects are designed and documented, how architects market their services, the skills architects need to have to be successful, etc. None of this is news to you, I’m sure. There’s an avalanche of information and advice out there about how to handle all this change (often promising to figure it out for you- for a price), but have you stopped for a minute to think about where this is going in the long run? These developments in design and construction are not taking place in a vacuum; they are of a piece with the cultural transformations being created by social media, computer-generated entertainment, online media distribution, virtual reality, artificial intelligence and a raft of other phenomena made possible by ubiquitous, cheap computation. We are only beginning to understand their scope and significance.
In the next several posts, I’ll offer some architecture futures I can foresee under these conditions. They’re based on my 32 years in practice, many years of reading and teaching, my involvement with the AIA Technology in Architectural Practice knowledge community, and finally the research that became The Death of Drawing. These futures aren’t exclusive. I actually think most or all of them- and probably others- will happen. Each has different implications for how we should think about what we do and prepare ourselves for a career that will be very different from the one we imagined when we dreamed about becoming architects.
Net-zero Walgreens in Evanston, IL
Net-zero Walgreens in Evanston, IL
Future I: Architecture as performance enhancement
The current trend

So far, the most common use of new architectural technologies has been to improve the performance of projects. Performance has both technical and financial aspects. On the technical side, various kinds of simulations are becoming both more routine and more sophisticated. Energy and daylighting analysis are probably the most common, and there are many others as well. Other software allows engineers to optimize structural and MEP systems. In fact, with the increasing emphasis on technical performance, architectural design is starting to resemble engineering design in some practices.

From a financial standpoint, both our internal operations and construction economics are affected. Building information modeling is transforming our role in many ways, as has been discussed ad nauseam. As has been frequently pointed out, one general tendency of these changes is to create a more level design team in which information is more freely shared and design decisions are more often taken jointly by several members of the team. This changes workflows in our offices, requiring information on various aspects of a design at different stages and levels of detail compared with traditional practice. BIM also affects our productivity. BIM vendors maintain that this is positive, but the reality is that it can cut both ways depending on how a firm implements the technology and how prepared its staff is to use it effectively. BIM and related software also expand the range of services we can offer, going as far as creating entirely different business models for our firms.

In the past, building owners’ greatest complaint about the design and construction process was the uncertainty about the cost and duration of their projects. Technology has done a great deal to reduce this uncertainty. BIM-based design coordination is important in this regard, but perhaps a more significant factor has been the ability of contractors to play a greater role during design. Automated quantity take-offs provide rapid, accurate cost estimates early and often. Modeling the construction process allows contractors to identify opportunities to save time and money. With all of this cost information available, architects must respond to financial considerations sooner and more stringently than before. These contractor-driven cost savings encourage building owners to give contractors a more prominent role during design. This drives the growing use of project delivery methods such as design-build, CMGC (construction manager as general contractor) and integrated project delivery, all of which involve architects in contractual relationships with builders. The traditional firewall between design and construction is gone. This has enormous potential financial benefits for building owners. It also subjects architectural design to new pressures and changes its priorities.

In spite of these changes, many American architects have seized upon performance enhancement as the salvation of the profession. Phrases like “high performance building” and “evidence-based design” have entered our vocabulary and our marketing materials. After years of watching contractors and construction managers eat our lunch, we finally have something to offer our clients that can compete in tangible value with control of the construction process! A quick look at your inbox (be sure to check your junk mail folder) will confirm this trend. And why not? It makes utter economic sense. It even has an ethical rationale when applied to sustainability or duty to our clients. At long last, it seems, we can honestly say that we have no other goal than to serve our clients’ best interests.

But something about this newfound zeal for performance makes me uneasy. Can architecture be reduced to performance? If not, can other values co-exist with performance enhancement?

Next: Architecture futures: Performance- Can We Have Our Cake and Eat It Too?

Is BIM going to take your job?

Humanoid robot Twendy-One carries a tray of breakfast during a demonstration of the robot designed to be safe to take care of elderly at the university laboratory in Tokyo Tuesday, Nov. 28, 2007. The 1.5-meter (3 feet, 8 inches)-tall and 111-kilogram (244 pounds), battery-powered robot has been developed by Prof. Shigeki Sugano, right, of Department of Mechanical Engineering of the university. (AP Photo/Koji Sasahara)

This blog is primarily concerned with the transition from drawing to computational tools in architecture. My book, The Death of Drawing: Architecture in the Age of Simulation, explores this subject in depth and identifies it as part of a pervasive cultural trend towards simulation as opposed to representation as our general mode of experience. The book is chiefly concerned with the cognitive effects of this change on design thinking, but it has many other consequences for architects as well. One of these, highlighted in The Glass Cage: Automation and Us by Nicholas Carr, is the effect that certain automated systems (so-called “expert systems”) have on the functioning of their operators. Carr discusses this effect in several contexts: driverless cars, aviation, medicine, social life and, yes, architecture. He cites research that demonstrates a few worrying effects of these systems. Among these:

Technological adaptation. People and institutions tend to adapt themselves to the demands of technologies they use rather than demanding that technology be designed to help them work as they normally would. This sounds like a choice, but in practice very few individuals or groups can design software for their specific needs. Software vendors cannot afford to tailor their products to the needs of specific individuals or groups. At best, they can provide features that most of their customers want and flexibility to allow others to adapt the software to their needs. Past a certain (quickly reached) point, adapting even the most user-friendly software is beyond most users.

The generation effect. The idea here is that we remember and learn better if we must actively provide some of the information we are trying to master. For example, simply rereading information is a far less effective way of learning than closing the book and recalling the information from memory. Our active cognitive engagement in learning heightens our retention and ability to use the information creatively. Most expert systems are designed to reduce the cognitive load on users, under the theory that this will reduce the number of errors they make. The generation effect says that, in the long run, this makes us dumber.

Deskilling. Carr describes studies in several domains demonstrating that reliance on automated systems results in their operators becoming less skilled. This is hardly surprising- by offloading tasks to an automated system, people’s skills get rusty from disuse. This has been of particular concern in aviation, where pilots are now required to spend a certain amount of time in manual control of their aircraft to keep their skills sharp.

Automation complacency and automation bias. Once we have an automated system to help us do a job, we tend to assume that it’s doing its job correctly. Instead of thinking a problem through for ourselves, we tend to accept the answer provided by the system. If there is a discrepancy between the system’s answer and our own (or a colleague’s), we tend to place more faith in the system. Computers, after all, don’t make mistakes (or so we think. This could be called the Fundamental Fallacy of Automation: the notion that a computer system always makes fewer mistakes than a human being doing the same task.)

You’re probably already thinking about how these effects manifest themselves in architecture. BIM in particular is taking on more features of an expert system with every new release. After all, the original rationale for BIM, and the reason for its rapid adoption in the mid-aughts, was a that it would reduce errors in architects’ drawings. Information-rich BIM families and objects reduce the information an architect needs to recall (bye-bye generation effect). Intelligent objects further reduce our cognitive loads by “knowing” rules that govern certain objects (e.g. standard door sizes) or how certain elements interact with others. I’m sure you have your own stories about how your firm has had to adapt its work processes to the requirements of BIM. I’ve heard many horror stories about mistakes made because someone assumed that the BIM software “knew” how to do something that turned out to be wrong.

As for deskilling, I’ll let you decide if this is taking place or not. Even if it is, it may be difficult to detect in the short run. There’s also an important question of whether what’s happening is deskilling or re-skilling. The skills required by modern design and construction are not necessarily those of the traditional architect. Students graduating from architecture schools that emphasize digital technologies may not know how to draw, but they have other skills that are needed for modern digitally-driven construction. For the record, I think they still need to learn to draw and draw well for reasons I discuss in the book.

Carr makes no attempt to account for automation and its tendencies in a broader context. He begins with the observation that we are making increasingly sophisticated use of automated systems in search of greater productivity. He calls for us to re-think how we design automated systems- to support rather than replace us. That’s a sound recommendation, but it doesn’t get at the root of the issue. What we are up against here is not merely a choice about technology, but an established cultural mode that values performance– the efficient achievement of some goal- over everything else. This is what technology does. The choice of goals is another matter. This calls for ethical values to be applied not only to the goals themselves, but also to the acceptable means of achieving them. This, as I’ve argued in a  previous post, is a role only architects can play in the building industry and, indeed, our most important one.

The performative nature of BIM poses an enormous challenge to architects. If we stand idly by while the technology follows its natural course, we’ll eventually find ourselves redefined as BIM operators. We urgently need to discuss how to use BIM and other computational tools in order to maintain our ability to balance performance with other goals in our work. It’s past time we started this discussion.