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hnology

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to make investments in the area of process standardization and automation. Specific examples include the use of inter- nally developed and commercially available tools for sheet layout and version controls. “We are also implementing software that focuses on man- aging, processing, and distributing the large datasets re- sulting from the Advanced Data Acquisition Technologies,” Sheets says. “This ‘map-centric’ approach allows our project managers to visualize where resources, with the appropriate skills, are located and reduce the time and costs associated with execution logistics.” PROJECT AND LOGISTICS MANAGEMENT. As much of its workload is distributed across a large geographic area, making sure the appropriate resources are allocated to a project is critical. At Larson, project managers have traditionally used workflows that manually compared detailed project schedules, hu- man resources information, and equipment inventories to develop project management plans. While this method has proven to be effective, it can be very time consuming and challenging, especially when applied to long-lasting, large projects where variables can change often. “Today, Larson is developing a geographic information sys- tem, or GIS, that integrates project schedules, worksites, and information about our personnel to streamline and automate the process,” Sheets says. “This ‘map-centric’ ap- proach allows our project managers to visualize where re- sources, with the appropriate skills, are located and reduce the time and costs associated with execution logistics.” GEODESIGN. In the early stages of the project’s life cycle, Lar- son’s planning and design teams take into account numer- ous constraints, while studying multiple design concepts or routes. The application of commercially available software, such as ESRI CityEngine and Autodesk Infraworks, are “game changers” for how Larson approaches its work. “Through virtual reality technology, a variety of industries are experiencing a new way to conceptualize, view, and plan their facilities of the future.” “These geodesign tools allow project teams – our profession- als, clients and partner firms – to work collaboratively, re- gardless of their locations, to quickly compare benefits and costs associated with a concept,” Sheets says. TAKING A PAGE FROM THE GAMING COMMUNITY. At BRPH Archi- tects-Engineers Inc. (Melbourne, FL) – a 320-person

international architecture, engineering design, and con- struction services firm – Todd Reed, a graphics manager, says there’s a new way to experience a future facility, and it has nothing to do with physically stepping foot inside one. “Using technology to the fullest isn’t just about improving internal processes,” Reed says. “BRPH is also using it to cre- ate better client experiences. Through virtual reality tech- nology, a variety of industries are experiencing a new way to conceptualize, view, and plan their facilities of the future.” The technology involves the use of an Oculus Rift stereo- scopic virtual reality headset which allows clients to navi- gate through a virtual facility while looking in any direction they choose via the headset’s head tracking ability. The technology behind the wow factor starts in the 3-D world. “Since BRPH designs in 3-D, the next logical step was to view designs in 3-D,” Reed says. “Using Oculus Rift, the project geometry is ported, via Autodesk’s Maya, into the Unity game engine. This process creates a realistic real-time visualization that allows the viewer to see all areas of a fu- ture factory.” “Using Oculus Rift, the project geometry is ported, via Autodesk’s Maya, into the Unity game engine. This process creates a realistic real-time visualization that allows the viewer to see all areas of a future factory.”

See AUTOMATION, page 8

ruary 1, 2016, ISSUE 1137

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