Use Autodesk Build Software as a Single Source of Truth

welcome everyone to this presentation on not another email I'm sure a lot of you are out there saying I can't wait to hear what this is all about because I'm being inundated since covid and working from home with emails we're going to solve that problem for you today so my name is Anne Blancher I am with arcadis as a senior client program solution specialist really what I do is I'm a construction manager they use digital solutions to help reduce increase productivity with reduced man Powers I am

based out of Phoenix Arizona and my partner in crime for this presentation is Alex butcher good afternoon everybody like Ian mentioned my name is Alex butcher I am based in Atlanta Georgia and I am a senior implementation consultant here at Autodesk my role is really focused around Consulting training helping our customers actually get the value out of the solutions that they're paying for uh thanks for everybody for being here buddy all about this is the Ohio Turnpike infrastructure commission

it is a modernization of all of the toll plazas that will be automatically collecting money as people drive through it is a long process it's broken up into three contracts the primary contract is called the integrator what they are doing is they are installing the new equipment and they are commissioning the new equipment what our contracts the East and the West contracts are doing is they are installing all the new cableing they are taking out the weight scales in the actual 12 Plaza and they

are demoing all the old conduit and wear out after the new is up and running the unique aspects of this project that came to us and why I had to reach out to Autodesk and build was it's spread out across the state the East project has nine 12 classes they will be doing the West project has 11 total classes the other unique contractual Clause upon this situation is our schedule is not our schedule our schedule is mandated by the primary integrator schedule and that is requiring that each lane mu

st be taken down and turned over from six to nine days each there is no excuse from saying I had a delay and I just didn't have my materials here the other thing is each one of those toll plazas has its own liquidity damages for a substantial and a final completion date how are we going to manage all that the contractor also was mandated that they needed a single source of Truth there will be no project trailers out on this project they're working out of trucks as they move from Lane to Lane to

a plaza to school closet so we needed a single a single source of truth that everything could be accessible from a field app device be it Android or Apple currently we had nothing at the time that this came up and I had to reach out to my good old friend Alex butcher with Autodesk we had beta tested with plan grid but due to the the ask of this particular contract plan Grant was it beefy enough and then 360 just wasn't going to be able to to meet all the reaches so I reached out to Alex and this

is what he came back with build was about to be released he asked me next slide please he asked you know what what do you need to do and how can we come into this together we had worked on previous projects and right now architis has a very special Contracting Enterprise agreement with Autodesk which would allows them to us to reach out to them and they consult collaborate with us and set it up he said if you're willing to take a chance on a product that has not gone prime time I will work with

you and we will get it set up to meet all the expectations of the client so what were we thinking about first client asked was I didn't want to manage emails can you imagine all the emails that would be coming in if me being the only construction manager on all of these projects and the emails that would come in for submittals it would come in for meeting minutes maybe an RFI question oh no the pay app was lost what'd you do with that change order I wouldn't have been able to function and I wou

ldn't have been able to prioritize my work so the first thing we wanted to do is reduce email we used that with the modules of the home module sheets and files the transmittal the middle and the meeting module later on in just a minute Alex is going to tell you how did we custom configure those and how did he help us get that going within weeks instead of months risk reduction that was the big ask from the client because these are multiple projects and we can't take down Lanes traffic does not s

low down supply chain issue we got to keep those trucks moving through the state of Ohio we were going to use a different we were thinking on the box of how we were going to use the submittal module the schedule module the forms and the cost module carbon footprint how many of you from Executives upon high are saying we need to figure out how we are more sustainable find a solution that we're going to reduce our carbon footprint can it be Deployable in all projects we were mandated through our C

adence that all projects must have a sustainable solution so we're going to tell you how we did this with this module okay so turning it over Alice can you please take us through how you helped us configure and solve some of these problems yep definitely so like Ian said she came to me with some pretty unique challenges from her client obviously with the size and the scope of this toll plaza renovation it was going to require a pretty robust solution and the big thing is that they didn't want to

have to manage all project documents over email so three key pillars are kind of what we decided on we obviously wanted to deliver all plan sets and project documents in real time to the field without having those be communicated via email we wanted real time submittal transparency obviously the Antiquated ways of monitoring the submittal log in Excel and handling those approvals via email would be very cumbersome on a project that size and finally we wanted a single place for all project Execu

tives as well as the ownership group to be on the same page so that way they could maximize their time using the meeting minutes tool so to kick us off the project home screen was a huge draw specifically for the otic job specifically because of the size and the scope of that project Autodesk builds home screen is a customized dashboard specific to each project team member that allows them to view their work status there in the lower left hand corner of the image and that will relay a summary of

all open rfis all open submittals all open meeting assignments as well as issues that are currently assigned to that specific individual I know I can't be alone in saying that when I've still worked in construction I had 50 emails each morning a lot of them had actionable items and things that I had to close out that day instead of us having to manage that process via email you can simply assign work to a designated team member within the software and all of that is Consolidated onto this indiv

idualized project home screen another advantage of this home screen that reduces emails is the recent activity log that you'll see to the right hand side of your screen this allows to pull a daily digest for project photos sheet uploads project documents but specifically mentions one thing Ann is going to drill into later when we start talking about risk management and reducing it by taking things away from the email side of things is when you're mentioned in Autodesk build you're notified that

there's been a change made to something that you are needing to be aware of those mentions really allow you to consolidate and figure out what do I need to focus on today without having to coordinate through 50 different email threads one thing arcadists did really well is they encouraged all project team members and they trained all of their project team members to start their day right here at project home eliminating those first couple of hours of your day where you're just trying to triage t

hose emails that seem to pile up day after day after day in addition to the home screen a really big ask from the otic side of things was a digital delivery they didn't want to have to print out plans they didn't want to have to print out addendums and bulletins and changes and auto does build allowed the project team to distribute the latest and greatest drawings to all toll plazas to every field team in real time what arcadas is able to do is do a plan review determine they're ready to go they

will then publish those sheets into the project which are then automatically distributed to field teams and then overlay tools allow teams on site to very quickly compare versions of different plans to really verify those changes you know obviously if you're trying to handle plan delivery over email making sure everybody sees seed making sure everybody's on the current set can be a real challenge because inevitably somebody will get lift off of that distribution list by implementing digital del

ivery of all plan sets it ensures that single source of truth that Ohio Turnpike was looking for but at the same time it's also saved them a lot of money not having to print out plans not having to print out revisions and I'm happy to say that otic has not printed out a single version set of drawings through the entire life cycle of the project in addition to the plans really what was important to otic was establishing that single source of Truth and once again we keep talking about delivering p

roject data over email leads to scattered information not everybody's on the same page and where build really came in to support otic on this mission of a single source is with the files tab something that Ann is going to touch on here in a little bit is going to be around permissioning and how to reduce risk to make sure that certain project documents aren't visible to everybody but with builds files tab they leverage unlimited cloud storage meaning they don't have to print out job binders they

don't have to print out project documents and store those which ultimately saves printing cost they also don't have to manage their rest of their project documents things like contracts their specs their submittals they don't have to distribute those via email they can be rest assured that as long as it's stored within their project here in Autodesk build everybody is on the same page in addition to files one thing a lot of people really like about email is having that date and time stamp sort

of record of when certain project documents have been distributed to other project team members right and so with files not only is there date and time stamp tracking within your folder structure to ensure that last time something was updated everybody's aware of it if you have any formal deliverables that can be leveraged you that you need to have a date and time stamp sort of record for when things were distributed you can Leverage The transmittals Tool and that's one thing arcadis has done in

credibly well as you can see here from the slide that we have up that image out to the right hand side anytime a contractor needs to submit a change order proposal anytime a bulletin is issued on this Ohio Turnpike job they do not have to distribute that information via email instead what they can do is upload it into their Autodesk build project which establishes that single source of Truth and then establish a formal timeline line for when projects were documented and delivered using the trans

mittals function outside of just project you know documentation things like sheets and files you know being scattered and being difficult to track via email I think we can all agree that the submittals on any project regardless of how big or small are difficult to track using Outlook using Gmail or using iCal when otic and Ann came to me saying hey we don't want to have to track submittals on 20 plus toll Pros pauses over email and using an Excel register we really invested some time into explor

ing the submittals tool arcadis is able to upload their complete submittal log for the entire job into their project so that way the latest and greatest is always up to date and visible to all project team members but one thing that really comes up when managing submittals over email is where is it at Who currently has it who are we waiting on to review and approve it the submittals tool within build allowed arcadists to have visibility and transparency into all of their submittal items to deter

mine what was still needing to be approved what still needed to be reviewed by a consultant and really what this did is make sure that not only did we have real-time tracking but they were able to figure out what the approved submittal was and make sure it was correctly communicated to the contractors which ultimately will reduce risk over time and that final pillar that really big thing that otic came to end with and ultimately we had to work out was how do we provide their executive leadership

team Anne's client with sort of an up-to-date record of all critical project items that need to be discussed during a weekly meeting typically meeting items and the way I did it when I was in construction is we had a long running Word document everything new would get updated in red everything old would be in black and then ultimately those minutes would need to be distributed to all meeting participants which ultimately leads to nobody ever actually looking at them there's no actionable items

that can be taken away from meeting minutes and you run the risk of not including everybody on that email chain so instead what arcadis did is they used the meeting minutes tool within Autodesk build for those weekly owner progress top conversations they were able to leverage the video conference links ensuring that nobody had to fly in or drive in for a specific meeting and it meant that that critical information stuff that needed to be discussed was all stored in one single location nobody has

to go back and search their email to find relevant meeting documents nobody has to email meeting minutes out following the closeout of the discussion and arcadas is actually able to leverage this tool to assign relevant meeting topics to those specific project team members which ultimately translates back to that project home screen that we talked about earlier giving everybody visibility into a single dashboard of everything they're responsible for without having to send 50 or 60 different ema

ils a week and finally you know since we're talking a lot about eliminating email notifications the last thing I kind of want to wrap up with here is notifications within Autodesk build one thing that's really nice about build is the custom configuration of notifications you know typically if something needs to be done on site you would drop somebody an email copy the relevant stakeholders and then move on from there within build because we brought so many of arcadis and otic's critical workflow

s into the software we needed a way to be able to manage notifications so they could scale accordingly for all 20 toll plazas without bombarding people with notifications that had nothing to do with them one thing that's really nice about build and I think arcadis did really well is instead of immediately sending email notices out they require their team to actively be working and build which ultimately updates in real time meaning you already have the latest and greatest information at your fin

gertips but what arcade just did is they essentially modified all the modules they're leveraging within the software to sort of a daily digest so instead of having to filter through 50 60 70 emails a day to find out what your relevant issues are your relevant rfis are submittals that you might need to review instead you get a daily rundown of all critical items that are relevant to your specific scope of work and one challenge we ran into early on was otic and their representatives didn't necess

arily need to be notified about every change that happened on the project and so what we were able to do is actually mute all notifications for those team members so that way they could access build being that single source of truth but they weren't going to necessarily have to go through a notification or a bulletin to kind of get that daily Rundown and ultimately what all of this was designed to do reducing those emails was designed to reduce risk because we all know with scattered project inf

ormation with everybody not on the same page you're inherently making your project more risky so to expand on that and to provide a couple of examples around how email reduction really reduced risk on the otic project I'm going to turn it back to Ann thanks Alex that was really awesome collaboratively helped us deploy a solution for our client and kept this project going so risk reduction there are three things next slightly there are three things we really want to highlight here and this was ki

nd of the uh what we were going to hit the high points of this uh whole session that we're going to talk about so the first thing we we were identified by our client is supply chain risk being that we had to turn a lane over between six and eight days we had to make sure that everything was available we had to make sure that rfis were answered we had to make sure the smittles were approved we had to make sure that if the material couldn't be approved it couldn't be achieved we had a backup plan

how are we going to do this the next thing was the project schedule schedule most people just say yeah I actualized it this month and they don't think about it until they have to actualize it because they want to get paid in a month it's not the purpose of the schedule purpose of the schedule is that we are all moving to push this schedule and do our jobs when the the field needs us to have our jobs done be a dancer in RFI process that change order maybe get that sketch out make sure that submit

tal has been ordered I can't tell you how many times I've been in an owner meeting our superintendent says what do you mean the job jmf hasn't been submitted I'm pouring concrete next week well we talk about those things we calm it down and we come up with the plan budget management this was going to be very challenging on this project being that there are pay items for everything that's going to be installed on this project but we have that that outside contract that is saying oh by the way I f

orgot to add three cables at every toll plaza can you just start installing it now because we're still in this Lane and we got to move the next Lane well there's no decision making opportunity there for the owner how much is that supposed to cost how do I even price it is that going to impact the schedule how do we know we had to have ownership and responsibility as to how are we going to track that and how are we going to keep it in real time moving fast and we had to keep up with the budget so

what are some of the solutions that we came up with they didn't put an extra ask on those people in the field they're trying to get the job built first thing we did was the metals this particular contract and I think a majority of the contracts that are out there on the street today is the general contractor must come up with a submittal registry that has to be approved by the owner architect before they can move forward well because the owner was so adamant about that not only did they have to

do it if they didn't do it within 10 days there were liquidated damages in addition to that the Baseline schedule has to be updated and ready to go and in the review process within that 10 days we also needed them to get their superintendent and their safety plan uplated we wanted to help arcadis is here to help the construction manager we were brought on to make sure that everything gets taken care of but we're actually facilitating what the general contractor is trying to do and keep up with

that that schedule we created the submittal registry it wasn't a shove it down your throat kind of thing to the general contractor what we did is we created a similar registry and we were able to create an Excel spreadsheet we began with a template that will be eventually used to upload that seminal registry into the bill so we're doing work we're not doing redundant work we put everything that we found in those specs or in those drawings that needed to be submitted on and then we had a meeting

between the owner the architect Engineers the general contractors and his Subs if they had a major like the concrete submittal uh subcontractor he was present in that meeting also and we redlined it things that didn't make sense things that weren't required things that weren't necessary or maybe things that there was this the specification for equipment fiber optic equipment well they weren't supplying the equipment but within that spec it was the specifications for the Cat6 cable so we made we

cleared it all up we redlined it we made that submittal registry extra usable and we documented the titles within module so it'd be easy to find for those guys that are going to be in the field those guys and gals they're on their app they're trying to figure out what's the middle or jmf they need for that concrete they can see it they can check that ticket and they can put that in their daily report they don't have to go searching it was easily searchable for for them with that within that meet

ing that we had where we are redlining that submittal registry we thought it would be a good time to go ahead and talk about those items let's highlight those items that are going to have potential supply chain impact there are things everybody's watching the news you're watching you know you're calling your distributor who better to know we put together a list of activities that were going to be included in the project schedule that we not only wanted to watch but we also knew that they had to

be the first submitted within the first 30 days and we lined up the architect Engineers that we were going to push those through we weren't we had 14 days to review it but do the time of the essence we were able to prioritize our engineers and we were pushing through within seven days we were getting those big seminals in and out the door that helped the project we noticed we had to come up with a pivot plan and I'll give one example here that everybody I'm sure can resonate there was a light fi

xture it was a light pole we had to put a new light fixture on it and we wanted to put in a new pole the spec had a different specification for the new pole that was going to be in we realized that Paul may not come in for 40 weeks that could impact the duration of the schedule we couldn't go out further so what we did is we the Arctic engineer was directed to make that spec match the existing pole so our pivot plan will be if the new poll does not come in we put the new light fixture on the old

pole that has the same template base of bolting it down and when the new pole comes in we will replace it but the project will be finished on time with our pivot plan that we were able to have a discussion 30 days after notice to proceed it calmed down the field and it created a level of trust and collaboration for the project setting the tone of how we all were going to operate further down the line so also what we were doing in the submittal registry is nothing gets submitted unless it comes

through the submittal registry and what do I mean by that you might want to go back one more slide real quick sorry about that that means your pay application your change orders your schedule updates because of that little piece of information that Alex gave us earlier where you can upload 80 different types of file types that means that guess what nobody the subcontractor and the owner and arcadis don't have to spend over a thousand dollars for a P6 license that P6 file is uploaded through the

submittal registry platform it goes to the Arcata schedule analyst she does her magic on it she Compares it gives us this report and we send that over to otic and they approve the schedule to match in line with the pay application that is the other reason why we're doing this because the Baseline schedule the real reason we were doing a baseline schedule had liquid data damages on it if the contractor was able to prove that the Baseline schedule was uploaded within that first 10 days of notice t

o proceed and it was in a review process they would not be assessed liquidated damages but how are they going to prove that at the end of the project because we have the activities log because we could see all the revised resubmits that were going back through it was very simple for them to prove that they were not to be assessed liquidated damages it was helping them out change order approvals they're going through it too because we wanted to be able during a change order approval process it's

not always as simple as you're going to upload that change or proposal and it's all a hundred percent and that owner just signs off of it I want to know a raise of hands in the crowd right now how many people have ever had that happen God bless you and I want to know how you pulled it off because I've never seen it that's why we created the change orders need to go through the submittal review process due to that little activity long log you instead of sending me an email that could be lost I wo

n't see it for three months let's say the field superintendent he needs that change order approved because it's telling him how to pour concrete a different way but he needs that approved because his project manager says well I want to make sure it's signed steel and deliver because I want to get paid for it so they send the email they send it to the otic they'll say at Ann Blanchard by the way I need this approved within two weeks because our six-week schedule and our progress meaning that you

documented that we were talking about we're going to start that in two weeks fine I send that next one over to my engineer and I said what's the holdup and if that dialogue tracking of we're keeping everybody honest we're keeping everybody meeting their contract deliverable dates and everybody's kind of liking this activity because they're trying to beat each other now they're trying to do it in less time which is kind of funny we have our owner in fact our owner is using this build platform bet

ter than I think than a lot of of other people they're participating in the project he's loving it because he's knowing he needs to drive his schedule and he's seen the activity and he's getting answers when we need them instead of waiting to that progress meeting every week and delaying the whole process of getting that approval so this activity log has really been invaluable and keeping these things moving quickly to try and make that subcontractor successful and not get impacted by the liquid

ated damages therefore it I got black when I was talking about this in the progress meeting but I said if you don't send it to me in the activity log or you don't submit the middle I don't see it and it doesn't count now they know that we don't take it you submit it through there and we're going to give it a priority and it's going to happen and we'll get it to you when you need it comparative to the schedule so let's talk about this little the next slide please the schedule how many people out

there are notorious for saying I'm gonna just let my superintendent give the six week schedule and he just gets to talk about it we're really not paying attention because we're checking our other emails on our other projects instead of paying attention to this progress meeting and nobody's really engaged to what that superintendent is actually telling us is I need everything done well it's only a six week look ahead the project schedule is telling us you know that lead item those HVAC units or l

et's see that fiber that I know takes six weeks to get it we look at it in that progress meeting and that Baseline schedule comparative and we're like you know what I knows that that submittal hasn't gone through and we start talking about it and we start talking and creating a plan or we have found out then in that conversation of do you have that submittal all of a sudden the superintendent might pop it because oh by the way we need to order more and then we find out the manufacturer doesn't h

ave it and we may need to do an alternate so we expedite an alternate into that submittal review process but everybody is now hyper focused to helping that and have that conversation of what the field needs to stay going on we've kind of already talked about the 30-day notice to proceed how we use the submittal review process but this schedule is very important everybody is now looking at it because they don't have to worry about a P6 license they can filter it on what they're really wanting to

look at and make sure the guy is in the field or the women in the field that we have out there doing those daily observation reports they are now looking at this and saying you know what do I have all those submittals approved oh goodness let me go look over in the submit a log and see if it's been approved and what was approved and then that drives better questions in our meetings and when we talk about meeting minutes it's just not a secretarial dictation of what everybody was talking about it

it's linked to things that means the field superintendent when I said you know what that's a great question but I'm not going to give you the answer you need to give me the RFI I link the RFI to it for him all he has to do now is go to the meeting minutes click on what we were talking about and everything he needs to do to upload is right there single source of Truth single source of Entry he doesn't have to worry about being Mr document control or the people in the field we are the document co

ntrol we make it easy utility using that module so moving on from the schedule daily field reports and this is the money shot I can't tell you how many clients now these days are saying hey how did you do that I want to do that in my project that is slick we couldn't have done this with an Autodesk project prior to the unfolding of build it wasn't possible to link models and create automation arcadas came up with the automation between modules it was a vision that Alex and I were talking about o

ne day in a conversation before a meeting this particular client has a daily observation report they have field inspectors that are out there every day these field reports must be submitted per toll plaza I could be getting four or five six of these a day the other nice thing about this field report is that when you open it up in your field device whatever if it's an Android if it's an iPad a lot of people use the iPads we even have some Microsoft Services being used out there in the field right

now it didn't matter they open up their field report they can take pictures they don't have to worry about going home after a long day and they've been out there in the rain in the month of Ohio and downloading pictures and Lincoln documents and then sending this off when they'd rather be at home having a beer and probably kicking back and eating dinner and visiting with their family they can do that now that's what they like they wish we had done this sooner what this is doing is we created th

e drop down menus we got that approved schedule of values which each pay item and we knew the unit cost instead of that poor person having to go keep a piece of paper which they aren't allowed to have paper anymore with the approved pay items and those numbers we created a drop down menu for them in that form I all they have to do is go find the number gives them the description they say how much is been installed for that day send off their report with the photos voila amazing they're loving it

they don't mind that they need to fill out a different one for each toll plaza every day oh and by the way he doesn't have to worry about the weather because that form report automatically within Bill tells them a what the weather is and if it was raining so we've kind of reduced the fights over oh it was a rain day well no it wasn't because I'm looking at the report right here you get to see it wasn't raining that day so okay created a lot of uh friction when we're trying to close it close out

the projects with these discrepancies those have all melted away but here's the money shot the automation where was that automation beginning in slide I talked about how we know where the budget is within 24 48 Hours how in the world are we doing that nobody can do that right not not so true then take an I.T wizard to do this either this is just a normal thinking about how to do it the way build is set up when we put that reference number in there on that field report the schedule of values has

the exact same code for a reference number an item number and the schedule of values has a budget for that and so when that daily report is submitted it automatically syncs up and it deducts what was installed so as you can see on the screen on reference item number 35 140 feet unit quantity as soon as that report was submitted in the cost module that 140 feet was deducted from the budgeted quantity so my owner calls me up he says Ann are we about to bust on that quantity yes sir we are they're

installing it faster but you know where it's really helping us with supply chain issues we know that the Cat6 cable the contractor doesn't know until his Foreman picks up the phone and says oh by the way I just used my last bowl of Cat6 can you get some more out here tomorrow How likely is that to happen with these supply chain issues what we're talking about in those meeting minutes those wonderful meeting minutes that nobody used to use but they do now we link this report and this report says

I want to be in your business I'm not giving you mean the method but trending with the daily reports that we're tracking it looks like the quantity that you had budgeted you're about to bust it you're within 200 feet lineal feet of that Cat6 you might want us to start talking about getting a change order process to increase the quantity because I'm sure you want to get paid for it and two can you reach out to your manufacturer and see that you can get it and if you can't let's start talking abo

ut getting that alternate approved right now before your superintendent says I can't do anything because I have no material to work this is how this project and having everything in a single source of Truth has really paid off so issues tracking remember next slide please remember I was talking about that we're gonna shut that lane down to traffic for seven days and then it must be back running 100 semis cars going to see Grandma for Christmas all that needs to keep on happening well we have to

do a punch list and I think any Junior contractor out there nod your heads up or down when I say this how many times is the biggest concern that that punch list never seems to stop they keep adding stuff to it and adding stuff to it and you're never going to get off the job and all that project manager can feel that that profit margin's shrinking at that punch list just keeps on going on and on and on all right so to be fair because we want to get finished and close the books on our projects jus

t like everybody else we are doing a rolling punch list we're using the issues module here's an example of it up on the screen so four days definitely half the concrete is has been poured majority of the conduits and the cable should be installed they call out the they actually what we've agreed to and this will come back to our carbon footprint conversation after this is you can't you you don't want the architect and engineer going out there and the owner going out there to write that punch lis

t we came to an agreement the field inspector an independent party an engineer does a punch list in the issues tracking log everybody can see it it's got pictures it's transparent and it's immediately disreversible or they can see it on the little eye device whatever they're using in the field and they know what needs to be fixed and we're doing that with that inspector in the field the only way it can get closed because we're going to lock it down when we talk about permissions the only way we

can get close is if that inspector takes a picture of it and they say that it is recognized as close the owner the one who I said loves build and wanted the request of everything on there you can actually look at that picture and say yep I agree and that is officially closed so that when they are trying to mitigate their liquidated damages because we don't want to impose liquidated damage who wants to do all that paperwork right at the end of the project the end of the day you just kind of run r

ight off into that Sunset these punch lists are the documentation that yep these were the items we agree needed to be remediated yep here's the picture it was remediated they have done everything they need to do please give them their certificate of completion on that particular toe blast that stops the liquidated damages everybody was happy about that workflow and that process because we were able to use this issue tracking so the rolling push list means that we are not delaying those Lane conv

ersions we're not slowing down that other contract we're not doing any of that so moving on is permission let's talk about permissions just for a minute I don't know any of you in the field I'm sure a lot of you have had some type of experience with plan grid our biggest complaint with plan grid and Ben thrixy was we can't control the permissions enough for all the people that want to use the platform I'll go back to that conversation that Alex had where he stated that you know we have this uniq

ue Arrangement our Candace has what's called an Enterprise level agreement that affords us the opportunities that let's say our client otic in particular they're budget strapped right now I mean wouldn't you be trying to put in all these new Total Plaza automated devices they really don't have it and they really don't have the people that are going to configure it for them that's where off katus came in we came in and they use our licenses we were able to open it up we roll out the licenses afte

r we do that we configure it to whatever their workflows and their parameters are thank you again Alex butcher for all your help with that one and then we have the permissions so what was coming as this platform was being rolled out the safety people within Ohio Turnpike they wanted access to it they thought this was cool seven having enough to drive out there they could look at all the photos that are beautiful and say oh you know what okay they're being kind of safe you know what maybe I need

to go drive by that toll plaza because I don't think the barrier the traffic control looks good I just want to take a picture and drive by there but instead of having to drive by there every day and keep up with it he's looking in bill but you know he really didn't want to see everything and then the accounting department this is the big thing that we are seeing the accounting department wanted to look at those daily reports they wanted to verify for themselves that on those daily reports with t

hose field inspectors were saying were approved and were stalled they could cross check it QC it to the pay application coming in they also have the requirement of uploading certified payroll certified payroll who you know legally we cannot let everybody on the project that has access in the build see those documents the permission levels is basically five permission levels here there's that viewability view only View and download published with markups like that when they're doing the rfis that

has worked phenomenally well and then there's upload so we can lock down a particular document or we can lock down a particular file if you look at our file system there is going to be something in there where they can upload those certified payroll and we are able to the accounting people in otic they can verify that it's good and they sign off on that pay application this is why arcatives is promoting build because of the permission levels that we are able to control based on whatever a clien

t asks is or whatever document needs to be put up there so with that said carbon footprint all right I promised you I promise I was going to give you that Golden Nugget that you can take back to your Executives out of this thing hey you got your payoff going to Au this year because I figured out on every project we can reduce our carbon footprint so here's the money shot next up avoiding waste first thing you know everybody wants to talk about I'm 100 digital but you really don't want to put a l

ot of work into it right you just don't have time you're too busy trying to get the project built and deal with all the Ruckus that's coming and all that bad weather oh yeah and then let's just not even talk about the supply chain issues again right so back to Alex's Point everything is organized very simply it's just not everybody's being through there because of permission control arcadis myself I am able to basically make sure that those documents are in order so everybody can find them that

doesn't just become a crazy uh like kids playroom organize meth the sheets and projects are always there the sheets or the version controls are always uploaded I can't tell you how many times in a meeting we have a superintendent get on he goes I need a new detail for that control joint can you can the architect there because it's like yeah I can get that drawn up and I'll attach it to your iPhone we can have that done within a couple of hours we coordinate that again in those meeting minutes an

d it's all linked guess what that superintendent knows that we promised in that meeting minute we would have that sketch ready for him before the end of the day so that he could start his ship and don't forget I'm in Phoenix Arizona I'm three hours behind I get to keep working so he knows that if Anne Blanchard says we're gonna have it she's going to keep working that when he gets up in the morning and he starts at four o'clock in the morning he is going to have it because you know I'm remote I'

m in Arizona I have I haven't even touched foot in Ohio yet so he knows that when we finish that RFI that Sheet's going to be uploaded he can send it out to his sub and boom that control joint's ready to install the next day keeping up with his schedule for that Version Control it's always there he doesn't have to worry about it he doesn't really have to rely on his project Engineers assistant manager it's just there and it's ready to go so we eliminated paper the other thing is the Ohio turnpik

e's like where are we going to store all this paper and warehouses when we get the closeout documents they don't want to do it anymore and they can't even find what they want and then they can't even use it because it wasn't organized so their facilities management in their maintenance group they like this build because it's all organized and they can easily go find it at the end of the day and the final thing it's usually a taboo word but we all know it's true within the construction industry i

s let's just say for some unfortunate reason with all these proactive things that we put in place to build platform you're going to go to litigation if you go to litigation the owner the architect everybody knows the historical timeline right there it makes it clear it makes it transparent usually you know you could go to arbitration and won't even see the inside of a courtroom and that's what we're trying to do if it's clear if it's transparent if everybody knows what's going on because that em

ail didn't get lost and Johnny's little thing or if Judy forgot in the field that she just submit that picture that one day because she was doing a field inspection report it's not lost it's all here so the document control the other thing remember that warehouse who wants to pay for a warehouse full of paper that nobody wants to go and dig through to find a piece of paper projects can be managed remotely again I'm in Phoenix Arizona this Project's in Ohio this project spread out across the whol

e darn state of Ohio all the architecture and Engineers are sitting in Cleveland in an office bad dumb and happy they're pleased they don't have to go play in the mud they don't have to worry about that snow drift or whatever but they're kind of liking that now because the price of gas is going up and our infrastructure Bill still hasn't built all those charging stations across the interstate so okay we're helping the environment in many ways that way the elimination email I can't tell you the e

mail thing first time I picked up the phone and called Alex and like you better find a way that we don't have email because if I have 150 200 emails coming at me all day I won will never attack the right issues and two I will go absolutely insane there's not enough Miss Clairol in the world for that stress every morning so what did we do next slide digital documentation as I said all the sheets version controls right there why is this important I told you at the beginning of the slide this is ho

w we're closing out the projects within 30 days after substantial completion like I said the ads bills have to be processed the closeout documents the warranty letters the certificate to completion all has to happen 30 days after substantial completion or the contract gets assessed with liquidated damages who wants to be in that and then he's got to manage nine or ten because he's got the east side and the fourth side right now he's really not at risk those Version Control sheets are already the

re The Architects the engineers they're already looking at them they're already linked we already have all the submittals they're already organized they already know from that submittal registry they can start working and we will probably start talking about it within 35 I'd say 45 days in those progress means we're going to start talking about the documentation that we need for closeout we're going to start talking about what is that warranty date that needs to be put on those warranty letters

the owner will say what date he would like and we drive on and so we are helping keep that project at a liquidated damages the other thing is owner no longer wants anything in paper all those closeout documents they're going to be coming to them organized and everything we shut down the build platform and give them their Drive they can keep in their warehouse or in some safe somewhere to the end of days to come field reports are all there too they're digital all those pictures it's all right the

re oh and there's a nice feature that fit Mr Alex butcher that nice picture we have the Hawaii type Ohio Turnpike project at the beginning of the job every photo that gets put into this platform is already geo-located everybody was told the beginning project put the geolocation on on their phone their iPad their surface when they take a picture it's Geo located so right there at the end of the job we have photo documentation of evolution of what happened at a particular site write photo document

at the end of the job and people can go by facility maintenance and see what was underground or what was installed above ground and is a resource for them to use beyond the contract duration next slide that photo documentation we were just talking about see all those little dots all those little dots are where people have taken pictures increase that timeline which you can see on the right side of your screen right now that is a historical documentation at that particular location of everything

that took in place invaluable invaluable to me that is how I'm working real time with those people in the field they call me and have a question I can look at what's going on we have an engineer let's say a couple days ago they had a massive amount of rain out in the field it flooded one of the entries it wasn't designed to flood those pictures were immediately there the engineers in Cleveland looking at it two days we turned around a resolution and kept up before they had to mobilize and demob

ilize to fix it because they're going to regrade it it was all taken care of because of those photos and that feature within build project so we are able to reduce that fuel consumption PMS are no longer having to you know travel out there all the time they're working real time this feature also you can put 360 photos in there you can have video we have video that is uploaded sometimes when they want to video condition out there this is redoing reducing fuel didn't do that calculation to you so

what's the money shot say all right Ann I've listened to you for 30 minutes really give me something I can take back to my boss and justify me coming to 80 this year this is it reducing those emails we just calculated conservatively you're getting about 30 emails a day and we all know back at a very light calculation with the 33 team members right in your own build and they not being able to send emails we are going to be reducing the carbon emissions of about 30 000 pounds that resonates that's

the money shot this is sustainable solution this is easy not only does it increase productivity not only does it bring the best of your resources available to the team no matter where they're located not only do you have the photo documentation that everything is organized and instantaneously right there no more email get to enjoy your coffee in the morning and you just helped reduce the carbon footprint for your company thank you everyone and let's open up the floor for questions