Links to agile BIM community

Slack and group

• to chat with other BIM agilist

• to discuss or promote your agile BIM activity on Linkedin

Meetups and Youtube channel

• to watch meetups video and get notified for new videos

• to get informed about our next meetups

Learn and teach / coach Agile BIM

• willing to accept some missions

• if you want to be coached or learn Agile BIM

• Agile BIM learning by email by Sébastien Lucas

Agile BIM meetups

We regularly organize and working groups to discuss agility in the field of architecture and construction.

Contribute to AgileBIM.org

Finally, you can contribute to this wiki dedicated to agility in building and construction. To do this, you can modify the content of this and propose your modifications.

agileBIM de https://www.agilebim.org/ est mis à disposition selon les termes de la licence Creative Commons Attribution - Partage dans les Mêmes Conditions 4.0 International. En utilisant ce guide agileBIM, vous reconnaissez et acceptez que vous avez lu et acceptez d'être lié par les termes de la licence Creative Commons Attribution ShareAlike.

agileBIM by https://www.agilebim.org/ is licensed under a Creative Commons Attribution 4.0 International License. By utilizing this agileBIM guide you acknowledge and agree that you have read and agree to be bound by the terms of the Attribution ShareAlike license of Creative Commons.

If you are interested in Agile approach applied to architecture and construction. Feel free to contribute to this wiki!

How to contribute?

First you have to join our slack and contribute-agile-bim-org channel.

You will then be able to create an account on gitbook to edit the wiki in a very simple way. All changes are listed in this channel agilebim-org in slack.

What type of content we are interested in :

• A description of some

• Translation, illustrations with images of the existing article

• add to interesting resource

Feel free to propose other thing on the slack discussion

👉 LinkedIn Event page

👉 Meetup Event page

👉 David Linkedin profile

📽️ The video on Youtube

ALL meetups replay are in our ! To be warned when new meetups are posted- online, please click on the bell.

For agile BIM practitioners

We are developing an offer of agile BIM coaching with the agile BIM community. If you are willing to work as an agile BIM coach or animate some workshops or any other activities , please fill this form. It will help us to contact you and put you in relation with potential clients.

"People in the construction industry are looking for product standardization, but it is the method that needs to be standardized." @Xavier Jaffray

Next Agile BIM meetup!

Agile BIM is a new paradigm inspired by Agile in software industries, Agile in hardware, Scrum, Kanban & Extreme programming methods.

AEC industry, is well-known to use the old "waterfall" method of managing. The building projects need the coordination of lots of different actors who don't talk enough together and act one after the other.

Agile methods in software, industry and services have demonstrated that changing this organization to highly coordinated agile teams can achieve :

• more efficiency

• more motivation in the teams

• fewer errors and ways to fix them quickly

• a final product more adapted to the market & to the client wish

So let's try to lay down the principles of Agile BIM applied to AEC industry !

Let's go :

Agile BIM sponsors

Agile BIM is sponsored and by

You want to find an agile coach for your next project?

What is there in common between Speckle and IFC.js :

👉 They are open-source with a strong community behind them

👉 They have the potential to revolutionize the design process in AEC

👉 They fluidify collaboration and enable agility within the design and construction team

We are happy to receive, for the last agile BIM meetup of the year, the co-founders of these projects.

They will present you :

👉 Why open-source is important and game changing to develop such tools

👉 What is the pain-point and solution that they bring

👉 How they contribute to streamline collaboration and empower agility

We recommend the free book by Jonny Schneider to understand how the 3 different mindset can combine.

What are the benefits of using agile approaches in architecture & construction

• The final project is more adapted project to the Client & Users

Please contribute, create a page and

Agile in AEC

Agile in French

Product backlog is a way to define the building program and hierarchize the to be worked with agility.

Rapid prototyping is a methodology used in industry for years, but which is less common is the field of Architecture & construction. By rapidly producing a 1:1 scale prototype of an element of a construction project, we can get very qualitative feedbacks from the users. And know if the proposed design is the good one, or it needed to be modified and in which direction. Thanks to parametric design and rapid prototyping tools like 3D printers, laser Cut machine and CNC, contributed to make rapid prototyping much simpler and cheaper. Combined with agile methodologies, prototypes along with can be a very powerful way to design a project with constant feedbacks from the client and even final users.

BIM can become more agile by relying on three pillars: group organization, functional practices and technical standards:

Evolving the practices of all the actors involved in a project in each of these three aspects will make it possible to create a virtuous cycle with shorter iterations and better quality and consistency of project design.

Agile practices are part of the general organization of actors. Their goal is to fluidify the flow of information between all and to allow overall improvements in architectural design.

Globally, all good practices coming from agile methods can be transposed as :

• SCRUM

• Kanban

By Who :

Continuous improvement or Kaizen is at the root of the agile way of working.

👉 Registration page

For this month Agile BIM meetup, Felipe Engineer-Manriquez will give a presentation about accelerate with Scrum for construction.

Connect with Felipe Engineer-Manriquez

• LinkedIn at

• Twitter at

• Instagram at

• TikTok at

• Clubhouse at

• Follow the EBFC Show (Felipe Podcast)

About Felipe Engineer-Manriquez

A serial intrapreneur, Felipe Engineer-Manriquez is an International Lean speaker and practitioner with over two decades of experience in process improvement, project planning and execution, change management, and employee engagement in the construction industry. Over the past ten years, he also helped organizations implement Agile business strategies. Engineer-Manriquez is a Jeff Sutherland Certified ScrumMaster® and Scrum Trainer by Scrum Inc.™ in addition to being a Product Owner by Scrum Inc.™ and Certified Scrum@Scale Practitioner™.

Event Information

​Are you ready to make your work exponentially easier and valuable for your organization ? Learn when to use simple Kanban and when to use Scrum to harness the power of one-piece flow. Double your productivity using this framework with less effort. Workshop resources will be provided to guide scaling up to fully functional Scrum teams. Felipe will be LIVE to answer any of your questions around better ways of using Agile mindsets or anything else that’s on your mind.

📽️ The video on YouTube

🖼️ Some pics of the meetups

How it works?

You work at 2 co-workers on the same project in a specific session of pair working. One of the two take the lead and work while explaining to the other what he is doing. His team-mate have time to think about the process and guide the other. After a moment you alternate your roles

Advantages of pair working

• Take a distance from your work when you are playing the observer role

• Exchange with each other about your way of working

• Complete the knowledge you have of the project with the other team-mate

• Motivate the team especially when working of difficult task

👉 About the meetup

Dee is developing a dedicated chapter to teach Scrum for architecture & construction. She will explain what is specifically challenging about this industry compared to others, and why adopting Scrum could be game changing for the industry.

She will also continue to advance the idea that Lean is not enough in the Design and Construction industry. Companies need to go beyond Lean and embrace Agile philosophy and the Scrum framework to be competitive, creative, and innovative. She has been researching and speaking on this topic throughout 2021 and looks forward to sharing what she continues to discover.

She will answer to all the questions you may have like how long it takes to switch to Scrum, what are the benefits of Scrum for AEC and much more.

And of course like always you may participate and ask question in the comment on Youtube.

👉 About Dee:

Dee is driven to guide individuals, teams and organizations on their journey in business agility. She believes that business success and workplace joy are achieved best by creating teams, leadership and organizations that are focused on people, customers, learning and continuous improvement. She has personally experienced many times over the positive impact of putting Agile philosophy and practices into action in multiple industries.

Dee has now turned her focus to the Design and Construction industry. Join her in this quest to continue the work put forth by Dr. Jeff Sutherland – changing the world of work AND helping individuals, teams and organizations find joy and happiness no matter what the work may be!

Scrum Inc. is the global authority on the most widely used Agile Framework Scrum, founded by one of Scrum creator, Jeff Sutherland

Stats that explain why it is important to switch to product approach rather than project approach

Pourquoi calculer le temps passé n'est pas forcément une bonne idée ?

Dans un projet d'architecture, la rentabilité est souvent un problème. De nombreuses tâches sont très chronophages. La relation avec le client peut également impacter, si par exemple il demande beaucoup de réunions ou change d'avis souvent. Vous voyez ce dont je veux parler ? 🤣

On est donc tenté de calculer le temps de tout ce que l'on fait et de demander à l'équipe de le faire. Cette stratégie n'est en soi pas mauvaise. Mais elle peut être perçue comme un poids pour l'équipe, notamment pour une majorité d'entre nous qui ne voient pas d'un très bon œil, de se surcharger à faire ces tâches, perçues qu'on le veuille ou nous comme du "reporting".

Mais surtout car ces métriques ne sont finalement pas très actionnables. Une fois qu'on a passé 10 h à faire une tâche alors qu'on pensait en passer 5 h seulement. Qu'est-ce qu'on peut faire ? Demander un supplément au client ? C'est rarement possible malheureusement.

Alors quoi faire ? Je vous propose de regarder le Scrum, l'un des approches Agile les plus populaires, et ce que cette approche propose pour visualiser l'avancement par rapport à des objectifs. 🎯

Problems with the traditional project management method Productivity that does Not Improve

• Productivity that does not improve

• The actors intervene in a staggered way and too late

• There is too much unnecessary work

• Actors communicate with difficulty

• There are too many coordination problems, which have a cost on the construction site.

• We don't really know where everyone stands

• ...

Principes

En pratique

Références / outils

Voir ce Meetup :

Outils pour faire des tests :

Architects

• enia architectes / France / Agile BIM

Construction

• / Italy / Scrum

Engineers

• / Italy / Scrum

Want to Attend ?

👉 Register to the event

For the 15th meetup roughly 3 years after the first one, and first of 2022 :) We will talk about building performance optimization and specifically how to integrate it within the design process itself.

La rétrospective est probablement la plus importante et la première des pratiques à mettre en œuvre avec votre équipe de projet. C'est un bon moyen pour commencer à changer les choses avec votre équipe, car elle est simple à mettre en œuvre, implique directement les personnes de l'équipe et vous entraîne à animer des réunions "différentes".

En pratique

La rétrospective est une réunion ou se retrouve des personnes ayant travaillés ensemble sur le même projet pendant une période donnée (l'équipe interne, l'équipe de MOE ou de l'entreprise, l'équipe de la synthèse, ...). En général à la fin d'une phase (2, 3 mois maximum) ou plus régulièrement si besoin.

L'objectif ? Mettre en valeur ce qui fonctionne bien (et célébrer les réussites !), réfléchir à ce qui pourrait fonctionner mieux (qualité, efficacité) et faire des propositions concrètes qui auront l’adhésion de tous.

Why demoing the project to client and users is important

It is a good practice in Agile BIM, to make frequent demo of the project. If you follow scrum framework and work in sprint, the demo is generally at the end of the sprint.

Demo can be anything that permit communicating about the project current state. With BIM and more generally drawing in 3D, it is possible to be quite realistic and allow every professional in the assistance: architects, engineers, client, or construction company to dive into the project.

Agile BIM est un cadre méthodologique (framework) constitué d'un certain nombre de bonnes pratiques qui utilisées ensemble vont générer une valeur supérieure globale à la valeur des éléments prit individuellement ou à leur absence et l'utilisation de méthode traditionnelle ("comme d'habitude").

Les pratiques d'Agile BIM ne sont pas toutes obligatoires pour commencer a générer de la valeur. Chacune va générer de la valeur en répondant à un ou des problèmes précis.

Le BIM peut devenir plus agile en s’appuyant sur trois piliers : l’organisation du groupe, les pratiques métiers et les standards techniques :

Faire évoluer les pratiques de tous les acteurs d’un projet dans chacun de ces trois aspects va permettre de créer un cycle vertueux avec des itérations plus courtes et une meilleure qualité et cohérence de la conception du projet en BIM.

This week at the Agile BIM meetup we will talk about Design Thinking in the context of architecture & construction projects. , a Brazilian architect & BIM and project manager will present us his experience in the field. Don't miss it!

✨ Design thinking is a method to ideate a project in a short timeframe, choose an idea to develop, prototype and then test the idea with the stakeholders. Design thinking emphasize the need to work with a small team with different complementary backgrounds : architect, engineer, ... and who work intensively for a short period of time. 📐💼 We think it could be a great way to handle Architecture design in a more collaborative way. And test ideally quickly at the early stage of the project but involving all the team and not only the architect.

👉 LinkedIn Event page

👉 Meetup Event page

👉 Luiz LinkedIn profile

Qu'est-ce que le standup ou daily meeting

Faire le point sur le projet avec tous les intervenants idéalement tous les jours pendant une durée de 15 minutes environ. Cela permet que chacun soit au courant de l'état d'avancement et de lever très rapidement de possible blocages.

Why calculating the time spent on a project is not necessarily a good idea?

In an architecture project, profitability is often a problem. Many tasks are very time-consuming. The relationship with the client can also have an impact, if for example he requires a lot of meetings or changes his mind often. You see what I'm talking about? 🤣

So you're tempted to calculate the time of everything you do and ask the team to do it. This strategy in itself is not a bad one. But it can be seen as a burden on the team, including for a majority of us who do not see it as a very good thing to overload ourselves with these tasks, often perceived as "reporting".

• : The Agile collaborative app for architecture & construction

• : Use data and bring stakeholders together to build better real estate projects faster

• : Lean construction process.

Les valeurs agiles qu'il faut promouvoir dans le bâtiment :

• une vision globale et transparente

• fluidifier la collaboration

• intégrer le client dans la conception

Technology adoption in the AEC space typically lags far behind other industries. In this discussion, We'll highlight how to evaluate new technologies effectively and then give a practical guide for how to quickly roll out new tech into the architect's workflow on the design process. We’ll try to answer two questions :

• How data can help you in the early stage ?

• How data can improve your design process ?

To illustrate this theme, we invite Patrick Chopson, Co-Founder of covetool, the automated platform performance analysis for aec industry.

Learn by yourself and with the community

You can subscribe to this free training by Sébastien Lucas to get step by step guide to start

Les avantages des approches Agile dans l'architecture et la construction

• Faire un projet qui corresponde davantage aux besoins et désir du client et des utilisateurs

Le bâtiment s'inspire du logiciel

Les problèmes de l’industrie du bâtiment d’une part et les innovations dans les nouvelles technologies d’autre part nous amène à regarder comment, au-delà de la technologie, l’industrie du logiciel a pu se transformer pour relever les défis de la qualité, des coûts et de l’innovation.

Au-delà des outils, c’est avant tout l’innovation managériale, qui a permis au logiciel de se transformer en profondeur. En particulier la notion de cadre méthodologique créé par l'assemblage de bonnes pratiques (design pattern) : SCRUM, Kanban, Exterm Programming, ...

Notez qu'à l'origine la notion de design pattern (parton de conception) vient d'un architecte, Christopher Alexander, et ses réflexion sur la planification urbaine : .

Users stories is a way to split and describe tasks focusing on the need of the final users and also principles as

• “I” ndependent (of others user stories to prevent blockage and dependencies)

• “N” egotiable (that can be simplified or modified if agree between team and client)

• “V” aluable (That has value for the client or final user)

• / Amélioration continue

• Travail par pair (ou en binôme)

Participer aux échanges aux travers de nos différents groupes :

• le

• le

Si vous souhaitez partager un retour d'expérience, créer une page dans cette rubrique, et décrivez votre aventure.

.

Faire participer les habitants, une pratique qui se développe

En architecture il est rare d'avoir le retour direct de l'utilisateur final. Par exemple dans le cas d'un logement, des personnes qui vont habiter ce logement.

Ceci pour plusieurs raisons :

• l'utilisateur n'est souvent pas connu au moment de la conception

• le maître d'ouvrage sert souvent d'intermédiaire et il a consulté ses utilisateurs en amont

Néanmoins cela tend à changer, notamment :

• grâce aux outils de communication numériques qui permettent d'interroger les utilisateurs pour un coût bien moindre, sans forcément organiser des ateliers

• comme dans d'autres domaines, le participatif a le vent en pompe et donc des ateliers sont organisés plus en amont

• les réseaux sociaux permettent d'amplifier des démarches et de communiquer plus en temps réel sur le projet

Les démarches d'informer mais aussi de faire participer les utilisateurs finaux sont plus répondues en urbanisme notamment, lors de la conception d'un quartier entier. Les "utilisateurs" qui sont donc les habitants du quartier sont d'ailleurs à plus d'un titre les experts de leur quartier. Ils en connaissent les problèmes, les qualités. Il faut alors trouver un point de rencontre entre le projet proposé par l'équipe de conception et les attentes des habitants.

Cette démarche a de nombreux atouts :

• Crowdsourcer une connaissance du quartier qui seraient difficile d'obtenir autrement

• Étudier le projet depuis des points de vue très différents donc l'enrichir

• Faire participer les habitants donc les faire s'impliquer et accepter positivement le projet

• Mettre à l'épreuve des hypothèses de projet au-delà de l'équipe de conception

Le développement de l'architecture collaborative

Exemple 1 / Atelier d'architecture autogérée - Projet Civic Lab 2016

Certaines agences se sont fait la spécialité de travailler de manière collaborative avec les habitants. On peut citer par exemple l'atelier d'architecture autogérée qui présentent sur son plusieurs projets appliquant la démarche collaborative.

Exemple 2 : La ZAC Clichy Batignolle

Autre Exemple de démarche collaborative pour la conception d'un quartier : La ZAC Clichy Batignolles

Vous pouvez contribuer !

Industry

vs

Architecture

Ce qui est pareil ou similaire

• L'industrie, c'est du hardware, comme le bâtiment

• Même division entre ceux qui conçoivent (architecte / designers, ingénieurs, ouvriers)

• Même division entre conception et réalisation ce qui n'est pas le cas pour

• Même importance de la maquette numérique comme "single source of truth"

Ce qui est différent

• L'industrie est en concurrence mondiale, l'optimisation des coûts est primordial

• L'industrie produit le même objet en série / Le bâtiment est souvent un produit unique

• L'industrie a une structure intégrée, où tous les professionnels sont dans la même entreprise (quoi à nuancer avec le système de sous-traitance)

• L'industrie a été le berceau des premières approches agile

Quel est l'avantage ?

• Travailler à deux sur un même problème permet de le résoudre plus rapidement

• Il permet de diffuser les connaissances technique et sur le projet

• Le travail en équipe permet une émulation

Sur quel sujet travailler par pair (en binôme)

• Sur des sujets particulièrement complexe

• Sur des sujets connus que de peu de personne et qui mériterait d'être plus partagé

• Avec une personne nouvelle qui pourrait ainsi se former et s'intégrer

Comment le faire

• S'assurer que tout le monde est au courant et d'accord (les personnes qui travaillent en pair mais aussi la hiérarchie)

• Définir l'objectif et la délimitation du travail à faire ainsi à deux

• L'une des personne propose de mener la session et donc commence à travailler sur le logiciel BIM par exemple. L'autre personne sert un peu de co-pilote et questionne si besoin ses choix. Le travail devient ainsi une discussion.

Pourquoi ça marche ?

• Les deux personnes ont souvent une connaissance et une expérience qui se complètent

• Travailler à deux génère naturellement de l'émulation

• Le fait d'avoir un rôle en recul dans le cas du co-pilote permet d'avoir une vision qu'on a rarement quand on travaille tout seul et qui permet au final de gagner du temps.

Agile task management

• JIRA https://www.atlassian.com/software/jira

• Trello

• Scrumpy

• Asana

• Clickup

• Todoist

Agile board + BIM integration

• Bricks

Retrospective

• o

Pocker planning

• Planit Pocker

Visual management

• Miro

• Klaxoon

Les problèmes de la méthode de gestion de projet traditionnelle

• Une productivité qui ne s'améliore pas

• Les acteurs interviennent en décalés et trop tardivement

• Il y a trop de travail inutile

• Les acteurs communiquent difficilement

• Il y a trop de problèmes de coordinations, qui ont un coût sur le chantier

• On ne sait pas trop où chacun en est

• ....

D'autres problèmes ? !

What to do to setup Agile practices progressively

• Identify the interested people in the company who can drive the change

• Define some starter agile practice to test

  • Set up a shared board so that all people in the company can view the coming action

    • Decide between a physical board or virtual or both

    • If you've chosen virtual, to make it easy to share the board distantly

• Choose a starter project that is not too big, not too complex, and with a small team 3-5 is ideal

• Test, adapt and iterate

What the community think?

What needs to be set up first?

Suggestion by

Other: Commitment Many people talk about Agile practices and fewer adopt them. Find the curious people. They are easy to spot in any organization. They are the ones that look up when you meet them.

Which tools do agile BIM community users like

These stats come from the attendance of last

Vous pouvez contribuer !

Logiciel

vs

Architecture

Ce qui est pareil ou similaire

• La mélange de professionnels techniques (les ingénieurs vs les développeurs) et créatifs (les architectes vs les UI / UX designers) et un client (le maître d'ouvrage / PO)

• Un format d'échange commun : le code pour le développement, une maquette BIM pour le bâtiment

• Un avancement depuis une

Ce qui est différent

• Le bâtiment c'est du dur : difficile de démolir ce qui est fait en supprimant des fichiers

• Les membres de l'équipes ne sont pas une seule société et ne partagent pas les même locaux.

• La possibilité de varier les fonctionnalités pour le MVP, la première version du logiciel est partiellement faisable en bâtiment ou il faut déja énormément de choses pour que le bâtiment soit utilisable et ou la modification du bâti est toujours complexe

Les approches Agiles sont de plus en plus citées dans le monde du bâtiment. Mais souvent sans trop les connaître un peu comme un mantra, ou peut être pour se référer à une sorte d'adaptabilité et de souplesses des acteurs à tout accepter ! Ce qui évidemment est un contresens Mais au fait quels sont les principaux bénéfices de la méthode Agile et notamment dans le contexte de l'architecture et de la construction :

Les principaux bénéfices des approches agile dans le bâtiment sont :

• Un projet plus adapté au client et aux utilisateurs finaux

• Un projet dont le risque de dérapage sur les coûts est limité

• Des équipes plus motivées car plus autonome ce qui limite le turnover et la perte d'information

• Une plus grande visibilité sur l'état réel du travail et les points de blocages

• Une contribution plus large de chacun au-delà de sa responsabilité principale

AEC get inspirations from IT

The problems of the construction industry on the one hand and the innovations in new technologies on the other hand lead us to look at how, beyond technology, the software industry has been able to transform itself to meet the challenges of quality, cost and innovation.

Beyond the tools, it is above all managerial innovation that has enabled the software industry to transform itself in depth.

What is Agile BIM

Agile BIM is a transposition of agile approaches commonly used in IT, but also in marketing, HT, manufacturing and finnaly construction.

It is inspired by several methods such as , Scrum, extrem programming, and many other practices in order to facilitate collaboration between project actors and contribute to produce a better quality project, less expensive and more adapted to the needs of its users.

Look here for more .

REGISTRATION REQUIRED HERE : ✋ ✋

✨ About the meetup

Pourquoi c'est intéressant

• Réduire la complexité d'un projet et terminer des parties au lieu de tout avancer de front

Programming phase

• Exchanges with end-users to define uses

Why sharing your case study

We would be more than happy if you take time to write down the agile BIM workflow you did experience. So that anyone can get inspirations from you. And as a community, we could have many examples to build with and end up with an agile BIM "best practices" or "framework" document.

Phase programmation

• Echanges avec les utilisateurs finaux pour définir les usages

Si vous êtes intéressé par l'agilité appliquée à l'architecture et à la construction. N'hésitez pas à contribuer à ce wiki !

Comment contribuer ?

• Rejoignez notre et la chaîne contribute-to-agilebim-org

• J'ai partagé un lien pour devenir éditeur du wiki

Feel free to add more events video here (How to contribute to agileBIM.org)

Agile BIM meetup #12 with Paolo Sammicheli and Davide Roitero

Agile BIM meetup #11 with Felip Engineer

Agile BIM framework with François Muzard

)

Agile BIM meetup #10 with Pascal Chazal

Agile in construction

Agile BIM meetup #9 with Edward Murphy

Agile BIM meetup #8 with Luiz Felipe Conrado de Lima

Agile BIM conference (Italian and english)

Agile BIM meetup #7 with David Delgado vendrell

Agile BIM meetup #6 with Vincent Morael (in French)

à l'agora Autodesk BATIMAT

par Marcin Świerz

by Noureddin Omar

Les pratiques Agile relèvent de l’organisation générale des acteurs. Elles ont pour but de fluidifier la circulation de l’information entre tous et de permettre des améliorations globales de la conception architecturale.

Globalement toutes les bonnes pratiques venues des méthodes agile peuvent être transposées comme :

• le SCRUM

• le Kanban

• le SCRUMban

• l'eXtreme programming

À minima, les points suivants sont les plus importants :

Rôle et responsabilité des acteurs

La place de chacun des acteurs (fonction, responsabilités) mérite d’être bien précisé pour éviter les flottements dans l’organisation. Chacun doit être bien conscient de son rôle dans la bonne marche du projet.

Ces informations peuvent figurer dans la convention BIM en élargissant à tous les acteurs du projet et en adaptant surtout à chaque projet.

Suivre une approche itérative

Actuellement le projet évolue par phases qui permettent d’approfondir le projet de l’esquisse à l’appel d’offre. Pendant une phase les réunions de projet ou techniques rythment l’avancement des études.

L’approche agile BIM formalise ces itérations pour synchroniser le travail de toutes les équipes. C’est le dépôt des maquettes BIM, qui peut donner le tempo. Si toutes les équipes doivent déposer leur maquette le vendredi après midi par exemple, les réunions de conception pourront avoir lieu en début de semaine.

Livrer fréquemment (rendre le travail visible)

Dans le prolongement du point précédent, l’approche itérative implique de livrer plus fréquemment son travail et sa maquette BIM aux autres membres du groupement.

Les équipes auront aussi à cœur de finaliser le travail en cours le vendredi pour partager des documents qui même s'il s'agit de version de travail sont néanmoins compréhensible. Il est également souhaitable de synthétiser les principales modifications afin de permettre aux autres de facilement les repérer et réagir dessus.

La maquette devient ainsi le centre du développement du projet.

Mesurer l’avancement

Du côté du chef de projet ou du client, il faut des outils pour suivre jour après jour l’avancement du projet et des équipes afin de coordonner au mieux les efforts de tous, ou ajuster les besoins et le programme.

Des indicateurs comme tableau de bords sont donc indispensables.

Pratiquer l'amélioration continue

Pour que toutes les équipes puissent s’améliorer à chaque itération, il faut mettre en place des démarches d’amélioration continue : réunion de rétrospective, plan d’action.

Cela peut se faire au niveau du groupement après chaque phase et dans les équipes de production

Il est possible également de travailler sur le format des réunions de lancement de projet. Par exemple en en profitant que tous les acteurs soient réunis, pour faire des formations croisées entre les équipes et apprendre à se connaître.

👉 LinkedIn Event page

👉 Meetup Event

📽️ The video on YouTube

For this month Agile BIM meetup, Pascal Chazal CEO of Magazine Hors-Site (off site) will give a presentation about off site construction.

He will emphasize how this paradigm shift in construction in linked to the organization changes in the construction industry.

• Why industrialization of construction and off-site is the future of construction

• How to think and design a building with off-site construction in mind

• How off-site can help tackle the challenge of retrofitting old buildings to cut their carbon emissions

• How off-site change the way of collaborating together and has link with agile

Why off-site construction is important

Off-site construction is at the crossroad of many themes we talked about last months : * Modularization & Open-source architecture * Agile teams in construction * Robotization, CNC & Maker movement * AI and generative design * Climate change and carbon zero construction We will see how this evolution of the construction industry will also probably change the work organization and the methods. Let's get back to agile :)

And more important off-site construction, is a unique trigger to make the construction industry finally more innovative, because of the added rentability to invest in R&D. The immediate needs to refurbish thousands of building to make them eco-compatible is also a great field for off-site. So let's meet at the next meetup. Don't forget to reserve your seat in the LinkedIn event page and get late test news, replay. Till then, you can subscribe to our YouTube channel to watch previous meetups.

La page du meetup

L'invité du jour : Vincent Morael / Le Lean Construction

A propos du Podcast AgileBIM

Bonjour, je m'appelle Sébastien Lucas, je suis le cofondateur de l'application , une application collaborative pour l'architecture et la construction, et cofondateur du groupe Agile Bim, dont vous pouvez voir des informations sur le site .

Agile approaches are increasingly cited in the building industry. But often without knowing them enough, they are often used as a mantra, or perhaps to refer to a kind of adaptability and flexibility of the actors to accept everything! Which is obviously a misunderstanding

But by the way, what are the main benefits of the Agile method, especially in the context of architecture and construction?

The main benefits of agile approaches in construction are:

• A project more adapted to the customer and the end users

• A project with limited risk of cost slippage

Join the event! Next 28/01 at 18h00 (UTC + 1)

👉 LinkedIn Event page

👉 Meetup Event page

Scrum for building / A better design with agile for Hippo digital office workspace by Edward Murphy

📽️ The video on YouTube

🖼️ Slides of the presentation

Whatt about

👉 Who is presenting

• Edward Murphy Engineer and building performance consultant

• Ollio : As building performance specialists our goal is to align the interests of those who develop, design and construct low carbon healthy buildings with those who inhabit them day to day.

👉 Summary : During this month Agile BIM meetup, Edward Murphy founder of Ollio, will give a presentation called "Building Design for the Real World". Edward has a field experience of using scrum to help the design of buildings more efficient and adapted to the users. He will present a case study of an office workspace originally designed traditionally then redesigned with agile to take into account the teams true needs and desire.

👉 Case study : HippoDigital's new office redesign with Agile in Building methologies: This case study will outline Ollio experience with applying scrum methodology in the development of the design and client brief for Hippo Digital's new office for 90 office workers.

A disappointed first design

is an agency composed of UX and Scrum Masters who work in the tech industry. So they are already comfortable with Agile Methods. When they moved into their new office in 2018 they allowed the engaged interior architect to suggest a layout. After 12 months since the project started, they realized the design simply did not work! In 2019, Hippo Digital Director asked Ollio if Agile in Buildings might help arrive at a better interior arrangement for the office teams.

A rework using agile in buildings methodologies

is Ollio's adaptive consolidation of Jeff Sutherland and Ken Schweber' Agile combined with immersive Virtual Reality 3D modelling as a vehicle to involve users. It has been applied in the development of client briefs and early stage concept designs. In the meetup, Edward will explain how Agile in Buildings works and how to use these's new approaches for brief development and buildings design.

He took all users from top to bottom through a full , and Scrum Team process to inform how their new office needed to work for everyone. Then rapidly test the emergent design before the whole of the organization collectively agreed on what they should physically build out.

Space design as a way to reorganize the way the team work

In what transpired to be a fascinating, elegant, and wholly enjoyable journey, users worked with Ollio partnered architects to transform not just the office interior layouts but the whole way of office team working, becoming recognizably more efficient as an organization.

Thanks for reading and see you at the 📣

A word of our sponsor

This meetup is sponsored by Bricks,

Who were present?

• François Muzard / Architect, information and BIM manager for Enia (agency of 80 people). Author of a master thesis on BIM. Co-founder of

La video

Les participants 👷‍♀️🙍🙎‍♂️

Pour venir au , rejoignez notre . Si vous souhaitez recevoir le prochain meetup dans votre entreprise ou présentez un sujet !

La video 📽️

Qui étaient présent ?

• François Muzard Linkedin / Architecte, responsable information et BIM pour Enia (agence de 80 personnes). Auteur d’une thèse de master sur le BIM. Co-fondateur de Bricks

• Julien Berujeau / Architecte chef de projet chez ENIA

• Camille Souleau / Architecte à son compte chez et avant chez atelier 234

• Laurent Coydon / Coach agile dans l’informatique

• Sébastien Lucas / Architecte, développeur Web et co-fondateur de

• Yannick Ramon / Consultant transformation digitale

• Henri-Jean Gless / Ingénieur de recherche et enseignant à Nancy / Auteur d’une thèse de doctorat

Les discussions

L’avantage du BIM

Le contre:

• Plus cher notamment avec les licences au mois, la formation, etc.

• Long au démarrage (les efforts sont décalés en amont de conception), mais modification rapide (voir la courbe de MacLeamy)

Courbe de MacLeamy, interprétation de Henri-Jean

Le pour :

• un outil de conception : on réfléchit ce qu’on veut et après l’outil permet de le réaliser sans rentrer trop dans le détail ;

• travail en équipe : chacun a la maquette et la fait évoluer ;

• un outil de communication et de coordination : un gain de temps car parle avec différents interlocuteurs, du maire à l’ouvrier. Un outil qui permet une communication universelle. Un plombier voit clairement ce qui se passe ;

Oui l’industrie par exemple le nucléair Dans l’industrie du bois plus industrialisé

Le BIM est t-il adapté aux petites agences ?

“J’ai tout ré-adapté le fonctionnement de Revit pour une petite agence. Mais pas assez de personne qui travaille le BIM.” Camille

Je fais mon BIM “toute seule” car les ingénieurs ne font pas de plan à mon niveau (pour les petites agences).

En quoi le fait d’utiliser le BIM change fondamentalement la manière de travailler ?

• On a toujours travaillé sur un projet commun mais avant le projet appartenait à une seul personne. Alors que maintenant le projet existe presque réellement (voir le travail de Sylvain Kubicki et le “Jumeau numérique” : conférence du 19/11 au Lux).

• Le BIM oblige de bien s’organiser, gestion de bibliothèque, gabarit, réservations. On parle d’élicitation de la pensée (voir thèse HJ).

L’agilité à différentes phases :

En phase conception: l’objet d’étude de Bricks et de la

En phase chantier : le lean plus mûr, plusieurs exemples dont ou le Lean Construction par Dupin

Exemple : Last planner system : un planning à l’envers.

Et le serious game qui le met en pratique :

Les objectifs du groupe Agile BIM

Henri-Jean :

• En tant que chercheur, j’aimerais profiter de l’intérêt que nous portons tous à l’agilité pour réaliser des expérimentations dans des agences, en vue d’une ou plusieurs publications scientifiques : tester des pratiques agiles.

• En tant qu’enseignant, me plonger dans le terreau professionnel pour adapter au plus juste mes cours.

• Enfin, agrandir mon réseau agile dans l’optique d’une future migration à Paris, Luxembourg ou Genève.

François :

• Socle commun à Partager

• créer un Écosystème agile BIM

• comprendre les pratiques agile et essayer de les appliquer dans Bricks

Camille :

• Maîtriser les temps du projet / Comment maîtriser le temps / Pas de charrette

• Comment réinvestir le gain en gain de qualité / Savoir vendre le gain de qualité

• Créer en architecture un système de gestion plus horizontale

Sébastien

• Fédérer une communauté qui s'étende notamment à l’international

• Lister ce qui est applicable ou pas en architecture

• Échanger sur des use-case réels

• Documenter les bonnes pratiques sur l’agile en architecture

Yannick

• Identifier les problèmes précis que l’on veut résoudre / création de valeur vs capture de valeur. Compétition sur qui capture la valeur

Laurent

• Faire bénéficier les acteurs du bâtiment des apports de l’agilité

Comparaison avec l’adoption du BIM

À l’international, et a fortiori dans les pays anglo-saxons, les projets sont quasiment tous en BIM. Les patrons étaient ravis de dire qu’ils faisaient du BIM. Les salariés étaient réticents. Beaucoup de petites agences. Difficile de toucher les petites agences. Les patrons y voient leur avantage.

Un gros gap entre les grandes agences et les petites. Sur le BIM la main mise d’Autodesk.

Quels sont les freins à l’adoption de l’Agile

Réticence au changement des architectes

Dès qu’il faut migrer vers la conception, on est bloqué. Ils ne veulent pas perdre du temps pour en gagner. Il faut des gens volontaires. Les architectes sont un peu réticent (par rapport au Lean qui marche bien en chantier). (Henri-Jean)

Taille des agences

90% des agences sont constituées de 9 personnes ou moins.

Mais équipes associées de petites TPE qui travaillent toujours ensemble du coup reconstitue une plus grosse équipe.

Et équipe archi + maître d’ouvrage + ingénieur...

Non-ouverture de l’éco-système

Profit vient de la compétitivité donc il faut aussi limiter la diffusion des pratiques pour garder son différenciant. (Yannick)

Structure horizontale de l’agile vs verticale des entreprises

Frein principal : conflit entre besoin de la méthode agile de fonctionner à l’horizontal et les hiérarchies qui sont partout.

Des boîtes se sont construit à tous les étages : Spotify, ING... (Yannick)

Problème de responsabilité et d’assurance

Freins juridiques : les assurances de projet peuvent être un frein. Normalement devrait être une seule maquette. Mais légalement l’architecte reste le responsable. Donc sa maquette est étudiée par les assurances en cas de problème. (Camille)

La loi MOP

La loi MOP divise en phase, mais avec le BIM on peut déjà traiter les phases avals, car on a plus de détails.

2 solutions :

• tester sur les projets ou la loi ne s’applique pas ;

• s’interfacer avec la loi mais s’organiser autrement.

Les ingénieurs n’ont pas beaucoup d’honoraires en phase amont

Le bureau d’étude ne peut pas commencer à travailler avant l’obtention du permis de construire car à risque. Du coup difficile de le faire contribuer plus tôt.

Qu’est ce qui fait capoter les permis de construire :

• refus politique

• recours des voisins

• ....

Les ingénieurs peuvent intervenir de manière ponctuelle mais pas plus.

Chemin de moindre résistance : lâcher les projets publics. Les voisins, des frais mais on peut aller outre donc budgéter le risque

Ce qui se pourrait se faire déjà en Agile

Le retour d’expérience (François)

Un thermicien fait un retour d’expérience intéressant. > Retour d’expérience qui peut produire des gabarits réutilisables.

Autre exemple : un agriculteur urbain qui utilise un système de dépollution du sol. Donne une idée pour démarrer avec l’apport des ingénieurs.

À faire pour les prochaines fois

• Créer un trello partagé

• Créer un email de groupe (notamment pour inviter au trello) et mettre sur le site

• Inviter des ingénieurs, des maîtres d’ouvrages

• Inviter la MAF (l’assurance des architectes)

Agile BIM / Agile in construction

• https://aecmag.com/collaboration/applying-agile-methods-to-building-design/

• / Ricardo Gonzalez Marinho de Mattos 2015

• / Henri-Jean Gless 2020

• English version : / Henri-Jean Gless 2020

• Expert on Lean construction and author of many papers about construction management

• How Ghery delivered on time and budget by Bent Flyvbjerg

Digital transformation

• 2001 Article of Architecture technological journal that talk about Agile and why digital transformation is hard in construction industry

Brainstorming technics

• Brainstorming technics:

Agile Hardware

• / Paolo Sammicheli

• / A project of car developed with scrum and agile hardware methodologies

Lean construction

Organizations

Articles

• (Bricks blog)

Books

Agile City

• a book to learn strategy to change quickly the city and building to meet sustainability and decarbonation goals.

Scrum

• (Updated 2020 version)

• / Jeff Sutherland 2014

Agile en Français

Traditional project management

More links

Introduction

Ollio and our uniquely assembled Agile in Buildings team of architecture, digital gamification, theatre production and user stakeholder specialists came together to develop a methodology that enables clients to systematically build better building procurement briefs. Briefs that become the cornerstones of more effective value creation and transformative outcomes for the users of new or refurbished workplace buildings.

Workplace buildings need to be so much more than four walls and a roof.

They should be places that positively and purposefully connect business operation and culture to people and place. Buildings as workplace settings possess the immense and largely untapped potential to support business behaviours in favour of vastly improved business performance and productivity. Yet few of them do. In post pandemic world of work the need for places that support both employees and business is even greater.

Industry studies show failed buildings happen because of poor client briefs where:

• clients spend little time in the creation of them

• write only from a headline strategic corporate or budgetary, rather than operational or in use perspectives

• are largely unappreciated or alive to the needs of business and their users as value creators

• abdicate the responsibility for the generation of them to middle managers, who fail to include wider strategic planning or business purpose in them.

From here, architects and designers are left to conjure a warped version for how the completed building will be used. Design assumptions are based on initial briefings which turn out to be wide of the mark and often counter-productive.

Only with the immersive top-down and bottom-up collaborative inputs of all users of the building can design brief development begin to capture how a new or upgraded building can be a true advocate for business effectiveness and efficiency that:

• taps into the deepest recesses of users knowledge as customers

• has users thoughts and experiences embedded within design team thinking

• validates design in favour of a more successful business downstream

• incorporates developments in BIM, 3D Printing, Augmented Reality (AR), Virtual Reality (VR) and the accompanying revolution in Mixed Reality (MR) technologies, all readily available now to modern-day construction customers.

Ollio won a competitive Innovate UK award of £60,000 stg. to undertake a series of rapid project trials within three live case studies with three of our clients now embarking on new workplace/community building projects.

Our three chosen proof-of-concept case projects were:

• Cemetery Road Baptist Church,- a 10-year masterplan for a community-led campus in Sheffield

• Kollider Technology Incubation Hub – a new technology start-ups incubation hub at Castle House, Sheffield

• Hippo Digital’s new offices – a remodelled office fit-out for a leading digital business in Leeds.

Agile Project Management (APM) methods grew out of the post-war United States, European and Japanese war rebuilding programmes where automation and efficiency were needed to offset the loss of working-age labour. Over the next fifty years, Agile Methods (unfortunate naming terminology sometimes confused with Lean and Kanban or agile office design, which are somewhat different) was recognised as the solution to solve the inherent inadequacies of conventional Taylorism and Gantt "scientific management" approaches.

Continuing the development of APM into the 1950’s Winston Royston an electrical engineer at IBM coined the term “waterfall”, as an almost derogatory descriptor for Taylorism the anthesis of Agile Methods in project management circles, where he likened Taylorism to a linear process which fell over weirs or milestones to the next stage. His criticism being that once the process flow had commenced, it became difficult to halt the momentum generated, and the project went with the flow to completion, with its captured errors as is the case in construction today.

Eric Reis bestselling author of "The Lean Startup" and a proponent of Agile Methods is even more scathing of Waterfall, stating that Taylorism “provides the illusion of certainty”. Plans require estimations to be right, which is monumentally demanding of large complex projects. For Reis waterfall is characterised by several defects;

• Scope Bloat - Cram in as much as the budget can afford. Aspirations usually exceed budget eventually leading to cost overrun and “de-value engineering”.

• Blind Investment – cost risk remains and is only mitigated on completion.

• Architectural Risk - Design risks come to surface too late

All the above being factors that affect the production of buildings, and which ultimately lead to uncertainty and user dissatisfaction with the outturn product. Expanding the work of Royston, statistician, professor, author, lecturer, and management consultant W Edwards Deming. Edwards Deming with the experience of several years troubleshooting projects in post second world war Japan, observed that the failure of a project was usually the product of a management process failure, rather than a failure of execution or the competence of the operatives implementing it. He noted that managers of the failed projects also tended to diagnose the causes of their inability by incorrectly attributing the reasons to technical non-compliance or operative incompetence. In most cases, Deming concluded, the failure had its origins in the generation, management and care taken over information quality arriving or leaving the design table, and usually had little to do with the execution of the planned procedure at site level.

Swayed by the work of Royston and Edwards Deming and the need to improve the quality of information on the design table, Jeff Sutherland and Ken Schwaber brought forward thinking on “adaptive” software development. Followed in the 1990s, to eventually be called Scrum. Scrum is one of a number of so called "lightweight" APMs, all evolving in reaction to the perceived inadequacies of heavyweight Taylorism methods.

The common thread for the all Agile Methods (including Scrum which became the predominant of all the above Agile methodologies) is in integrating feedback from users at the very earliest stages in the design process. This is achieved by incorporation of rapid prototyping, testing and even trial and error early in the design process, as a means of eradicating the risk of failure associated with rejection of the product by users post launch to the market.

Due to their deeper involvement, users become the custodians of product quality while also sustaining customer change requirements and innovation feedback loops for a de-risked product outcome. In 2001, frustrated at the slow take up of Agile Methods seventeen software developers all prominent proponents of lightweight project development, met in Utah to discuss how they might promote the apparent benefits of lightweight methods to a broader audience. To this point, the take-up of the methodologies was confined to a number of the major corporates. In response, Fowler and Highsmith published “The Agile Manifesto”.

At the heart the manifesto are 12 principles (recommended to be read in full) which distil into four key themes as follows;

• Individuals and Interactions over processes and tools - Prioritising the quality of people and face to face collaboration above siloed activity with a prescribed project managed process

• Working product over comprehensive documentation. - Concentrate on how the product

• should work, and back cast this to the design process, over (not instead of) concentrating on producing a competent set of design specifications on time and on programme

The group went on to form the Agile Alliance, to further the development of Agile Methods across industry and to promote adoption and training in its implementation. In 2011 the Agile Alliance created the Guide to Agile Practices (renamed the Agile Glossary in (2016), an evolving open-source compendium of the working definitions of agile practices, terms, and elements, along with interpretations and experience guidelines from the now global community of agile practitioners.

In recognition of findings of in the software development and technology sectors, it seemed valid to ask if Agile Methods with its clear focus on customer outcomes could be of benefit to the construction industry? If so, how should Agile be deployed? Are the synergies of the technology industry with that of construction strong enough to affect a successful introduction of Agile Methods, and if so, how might it be achieved? It was the desire to test Agile Methods in the design of a building that became the primary rationale for our three cases study projects, to test if Agile Methods could be used in the design of the brief for the built environment.

Agile in Buildings - Scrum for Building Design

Following the proven successful approaches of APM in the software development industry, the Agile in Buildings (AnB) approach has three active stages.

Stage 1 - User Stories: invites users at all levels of the business to record and display on Q-cards, issues they feel should be prioritised within the new design, if the building is to demonstrate success.

Stage 2- Product or Problem Backlog: sifts the Stage 1: User Story Q-Cards placing them into overarching themes to arrive at a shorter consolidated and prioritised list of categories or streams that describe the totality of the issues described in the Q-Card User Stories. This overriding, yet definitive list of problem categories is called the Product or Problem Backlog (PB). The listed items are prioritised in favour of highest value and lowest cost at the top, and lowest value and highest cost at the bottom.

Stage 3 - Scrum. Scrum Teams of six people or less user and designers to work through each of the PB items. For each PB items, scrum members are tasked with the creation of a minimum viable prototype (MVP) agreed by users to solve their allotted Backlog Problem. The MVP can take on any form. It can be a working Virtual Reality model, a drawing, or a short specification. The only prerequisite is that it should be capable of being tested in use by users. Within the context of this Audience of the Future demonstrator prototypes are immersive VR environments enabling the users to stand in the spaces that they helped co-design, before they are built.

Each scrum team has an assigned Problem Owner who represents the main body of business users. A Scrum Master guides the process unblocking obstacles to success.

When the Problem Owner in consultation with all scrum team users is content with the solution, he/she will use the developed VR prototype to test the solution with all perspective users of the building. The Scrum team maintains responsibility for time and cost, and it is acceptable for the Problem Owner to say when enough time has been spent in search of a solution, even without having achieved success.

Within the methodology, users frame solutions, participate in their development, and gain the reward of seeing their solutions take shape. They also gain knowledge through the process, become participants rather than observers, and eventually more informed critics of

The process also has spin-offs in using the property project to harmonise the user community around common goals, thus improving their engagement with the business and leading to a building which informs a better business. Ultimately creating the conditions for the defined “performance sweet spot”.

Hippo Digital Case Study

Hippo Digital work in the digital sector to help their clients create applications or products with the right interfaces for their client's customers. To achieve this HippoDigital need to be able to gain a deep understanding of their client's organisation and work with them to ensure the designed digital services are both usable and operable. They also conduct what are called retrospectives to measure how the released digital applications or services are performing, against both your users and your organisation's objectives. They use Agile Methods of design and product management to do this. Given that already use "scrum" in their business process, they were keen to have our team try it out to help resolve the critical problems they were having with their own office HQ in Leeds.

Hippodigital moved into its new permanent home at Aireside House in April 2018. They needed a place to accommodate the rapidly increasing business. The Directors of the business saw the location of Aireside House as its main advantage. The new office was situated between their main client's offices in Leeds and the central rail station. The hope was they the office would be welcoming enough to have their clients drop-in as they passed by.

When they first viewed the office before agreeing the lease it was in a "shell" state. They went out to three interior designers to ask for sample designs and quotations for the interior design and fit-out. Mostly on the basis of a spoken brief, the three design firms came up with a similar floorplate arrangement. Each proposed a kitchen/meet and greet area near the reception; a central admin space with desks for office based staff, and a large workspace for charrettes and touch down at the back of the office furthest away from the reception.

The designs looked great on paper. They pressed ahead with the one they preferred best.

Then, six months after moving in, things were not good. The office space just did not work. The admin team complained that there was just no privacy in the office. The external user experience (UX) teams, who mainly worked away from the office with clients, avoided coming into the office, preferring to work at home or in client's offices. This meant team cohesion and business governance was being compromised. Admin teams complained of being disturbed as guests walk through from the kitchen space through to the rear workspace. It all meant that confidentiality was being compromised. There were not enough meeting rooms, nowhere to make a private phone call, no places to have a quiet word with a colleague. The design of the office simply wasn't working.

We started our Agile in Buildings exercise with an "All our Ideas" survey. All our Ideas was developed in Princeton University with Google using, the same Google search engine algorithms to allow users to suggest things that might help to make the offer office better and then using the Google algorithm prioritise him. Using the technique allowed us some insight into the things users really wanted to change in the office and which things were not so important. The All our ideas survey went out to staff two weeks before we met them for our first Agile in Buildings Users Stories Charrette.

In the charrette we ran it like a traditional agile methods process. We gave uses cue cards to put down who they were what they wanted and why. After 30 mins they generated 250 cards. Collecting all the cue cards together and sifting them, themes start to emerge. The themes were collecting around five or six core ideas or problems.

Top of the list was what the theme we called "Space and spaces". We saw lots of staff complain about the type of space that they worked in. They did not like where the admin space was they didn't have enough meeting space. They were unhappy with the level of confidentiality. They needed space that would encourage remote researchers to come into the office more often so they could have those serendypitous exchanges with them.

The list went on to include desks and furniture they wanted better desks they wanted to be able to touchdown quickly plug quickly. They was a theme around the visitor first impression. They wanted access to the office on a 24/7 basis. They really needed better technology another theme started to emerge like health and well being and biophilia.

This was all great information to architect John Orrell of DLA Architecture. Embracing this collection of data he was able to sit with the users and begin to sketch out a plan that might work a little better. He had a heartspace at the centre where touchdown desk could be located. He proposed to switch where the admin was now and swap that over with way to workspace was now so admin didn't get disturbed by visitors coming into the office. He created some meeting spaces. He devised route through the office for guests and routes for staff thus managing visitors in a better way.

With everyone agreed on the 2D concepts, John and his team went away and worked the plans up into 3D BIM model. Then in Enscape technicians quickly rendered the model interiors before to converting them into augmented reality versions of those 3D models

Ten days later we were back for the next charrette. When users were conducted around the 3D model on a flat screen there was some feedback. Things they liked, mainly most things they liked. But then, when the moment came for them to try on the VR headset and became fully immersed in the model - then real feedback came through. Walking thorough the model as if it was real the feedback was granular. "Can we have a kitchen table?" We don't breakfast bar design will work" "We would much rather sit around a table and have lunch together rather than be on high seats." This was the granularity of the feedback we were getting. This was the users starting to be really invested in what this design was, and what it could be. The end result was something that the whole team had a common understanding off. This extra 10% is what made an already great design, owned. It's a solution they can't wait to move into for real.

Scrum Retrospective

The Hippodigital Agile in Buildings Case Study followed a different process to the Case Study 1 and Case Study 2

In this case study we had a client who understood Agile, whose business model was an Agile one..

However, once again the process and the Agile in Buildings team proved equal to the challenges Hippodigital posed. Agile in Buildings was created to offer this degree of agility in design, to be able to respond to and even invite change from clients. The solution was exactly what users wanted. The project has not been completed on site yet Covid lockdowns has delayed things a little. But it's expected to be complete and ready for a visit towards the end of the Spring 2021. In which case we'll take some photographs and post them online. We will also get some feedback from the users to see if what they designed in cohort with our designers is really as good as they expected it would be.

In all case studies, we were pleased that the creation of models and generation of VR content could be done as quickly as it needed to be to keep the whole process moving. We were happy we had created a genuine agile scrum process. We were getting things done and turning around solutions fast.

The process commenced on 21 May, was complete less than 7 weeks later. To have this level of data on the design table this quickly is unknown to the vast majority building design projects. We set the detail design and construction phases up to move at pace and with accuracy. Risks of building the wrong thing right the way down to granular detail of interest to the user were obliterated.

However, in review we agreed there was still an absence of cost data to inform the decision-making process. Cost data is of primary concern to project funders, and if there is a lesson to be learned is to understand how this can be better handled in other industries where Agile Methods and Scrum are deployed.

Another lesson we learned was to make sure that the product owner the client representative is stronger in the Scrum process. In our "proof of concept" case studies the aim was to make sure that technology worked and the scrum master position was one that was accommodated. That said, we took our eye off the ball slightly in making sure that that important position of product owner what is good as it needed to be.

That said, the process was beautifully elegant in its operation. It weeded out and solved so many problems for our clients. Everyone who participated in it loved it. It really was fun. It brought the client team and design teams closer to each other.

For our industry Agile creates the headroom that we are going to need to solve the big problems for our industry. We need to embrace sustainability, health and well, additional safety and legislation in a time when most contractors are barely profitable. Added to this being recovery and resistance to a pandemic's adds to the financial challenges that we will need to get to grips with. We will need a stronger more agile industry to do it.

How can we expect to make things better when its the very way we are doing things that is the cause of our problems? We need to change not what we do but how we think.

Agile is that change in thinking. Thank you.

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