Autodesk university vs Autodesk academy

What The difference between the two AUTODESK official sites Autodesk university and Autodesk academy ?

Autodesk university mainly share separates lectures by famous Engineers , CEO or practitioners whose have alot of experience in a such software or even in concept or workflow and personally i considered this site is very useful site for those whose want to learn the concepts of work not the software tool only

http://au.autodesk.com/

Autodesk academy mainly share lessons, projects and curriculum to learn the software tool and also i consider it very useful site

http://academy.autodesk.com/

AUTODESK SEEK

WHEN YOU WANT ANY FAMILY YOU CAN EASILY SEARCH IN THE OFFICIAL AUTODESK SITE (AUTODESK SEEK)

http://seek.autodesk.com/

Project Phases & Level of Detail (LOD)

Project Phases

In the construction industry, the design process is described by the phases of pre-design, conceptual design, design development, and final design. The building life cycle process is described by the phases of construction and building operation.

Typical Design Process of Buildings

Level of Detail (LOD)

In order to efficiently manage the process of working in a BIM workflow, the industry has adopted a formal language of describing the completeness of a digital model at a given point in time. This language is “Level of Development” (LOD).  LOD, in the BIM world, ranges from 100 (basic/conceptual) to 500 (highly detailed/precise). It is not unusual for levels of expected development to be part of the contract documents as described by the American Institute of Architect’s Building Information Modeling Protocol. 

LOD phases can be summarized as follows.

• LOD 100:  Modeled elements are at a conceptual point of development. Information can be conveyed with massing forms, written narratives, and 2D symbols. 

• LOD 200:  Modeled elements have approximate relationships to quantities, size, location, and orientation.  Some information may still be conveyed with written narratives.  

• LOD 300:  Modeled elements are explained in terms of specific systems, quantities, size, shape, location, and orientation. 

• LOD 400: Continuation of LOD 300 with enough information added to facilitate fabrication, assembly, and installation. 

• LOD 500: Modeled elements are representative of as installed conditions and can be utilized for ongoing facilities management.

It is worth mentioning that a relationship between LOD and design phases can be loosely established. However, it should be emphasized this relationship is not empirical. For instance a project as a whole may be in design development, but in the digital model, the building envelope system may be fully detailed with exact materials and thicknesses. More so, plumbing systems might be represented with single lines, not modeled geometries.  

Reference :BPA certificate 

WHAT IS NOT BIM ?

The term BIM is a popular buzzword used by software developers to describe the
capabilities that their products offer. As such, the defi nition of what constitutes
BIM technology is subject to variation and confusion. To deal with this confusion, it is useful to describe modeling solutions that do not utilize BIM design
technology. These include tools that create the following kinds of models:

• Models that contain 3D data only and no (or few) object attributes. These

are models that can only be used for graphic visualizations and have no

intelligence at the object level. They are fi ne for visualization but provide

little or no support for data integration and design analysis. An example is

Google’s SketchUp application which is excellent for rapid development

of building schematic designs, but limited use for any other type of analysis because it has no knowledge of the objects in the design other than

their geometry and appearance for visualization.

• Models with no support of behavior. These are models that define objects

but cannot adjust their positioning or proportions because they do not

utilize parametric intelligence. This makes changes extremely labor intensive and provides no protection against creating inconsistent or inaccurate

views of the model.

• Models that are composed of multiple 2D CAD reference files that must

be combined to defi ne the building. It is impossible to ensure that the

resulting 3D model will be feasible, consistent, countable, and display

intelligence with respect to the objects contained within it.

• Models that allow changes to dimensions in one view that are not automatically refl ected in other views. This allows for errors in the model that

are very diffi cult to detect (similar to overriding a formula with a manual

entry in a spreadsheet).

REFERENCE BIM Handbook

Definition of Parametric Objects in BIM

The concept of parametric objects is central to understanding BIM and its differentiation from traditional 3D objects. Parametric BIM objects are defined as follows:

• Consist of geometric definitions and associated data and rules.
• Geometry is integrated nonredundantly, and allows for no inconsistencies.When an object is shown in 3D, the shape cannot be represented internallyredundantly, for example, as multiple 2D views. A plan and elevation of agiven object must always be consistent. Dimensions cannot be “fudged.”
• Parametric rules for objects automatically modify associated geometrieswhen inserted into a building model or when changes are made toassociated objects. For example, a door will fi t automatically into a wall,a light switch will automatically locate next to the proper side of the door, awall will automatically resize itself to butt to a ceiling or roof, and so forth.
• Objects can be defined at different levels of aggregation, so we can definea wall as well as its related components. Objects can be defi ned and managed at any number of hierarchy levels. For example, if the weight of awall subcomponent changes, the weight of the wall should also change.
• Objects’ rules can identify when a particular change violates object feasibility regarding size, manufacturability, and so forth.
• Objects have the ability to link to or receive, broadcast, or export setsof attributes, for example, structural materials, acoustic data, energy data,and the like, to other applications and models.

Technologies that allow users to produce building models that consist of

parametric objects are considered BIM authoring tools.

BIM in picture

definition of BIM technology according to NBIMS

defi nition of BIM technology

provided by the National Building Information Modeling Standard (NBIMS)

Committee of the National Institute of Building Sciences (NIBS) Facility

Information Council (FIC). The NBIMS vision for BIM is “an improved

planning, design, construction, operation, and maintenance process using a

standardized machine-readable information model for each facility, new or

old, which contains all appropriate information created or gathered about that

facility in a format useable by all throughout its

lifecycle.” (NIBS 2008).

NIST Study of Cost of Construction Industry Inefficiency

NIST Study of Cost of Construction

Industry Inefficiency

The National Institute of Standards and Technology (NIST) performed a study

of the additional cost incurred by building owners as a result of inadequate

interoperability (Gallaher et al. 2004). The study involved both the exchange

and management of information, in which individual systems were unable to

access and use information imported from other systems. In the construction

industry, incompatibility between systems often prevents members of the

project team from sharing information rapidly and accurately; it is the cause of

numerous problems, including added costs, and so forth. The NIST study

included commercial, industrial, and institutional buildings and focused on

new and “set in place” construction taking place in 2002. The results showed

that ineffi cient interoperability accounted for an increase in construction costs

by $6.12 per square foot for new construction and an increase in $0.23 per

square foot for operations and maintenance (O&M), resulting in a total added

cost of $15.8 billion. Table 1–1 shows the breakdown of these costs and to

which stakeholder they were applied.

In the NIST study, the cost of inadequate interoperability was calculated by

comparing current business activities and costs with hypothetical scenarios in

which there was seamless information fl ow and no redundant data entry. NIST

determined that the following costs resulted from inadequate interoperability:

Avoidance (redundant computer systems, ineffi cient business process

management, redundant IT support staffing)

Mitigation (manual reentry of data, request for information management)

Delay (costs for idle employees and other resources)

Of these costs, roughly 68 percent ($10.6 billion) were incurred by
building owners and operators. These estimates are speculative, due to the
impossibility of providing accurate data. They are, however, significant and
worthy of serious consideration and effort to reduce or avoid them as much
as possible. Widespread adoption of BIM and the use of a comprehensive
digital model throughout the lifecycle of a building would be a step in the
right direction to eliminate such costs resulting from the inadequate interoperability of data.

What Kind of Building Procurement Is Best When BIM Is Used?

There are many variations of the design-to-construction business process,

including the organization of the project team, how the team members are

paid, and who absorbs various risks. There are lump-sum contracts, cost plus

a fi xed or percentage fee, various forms of negotiated contracts, and so forth.

It is beyond the scope of this book to outline each of these and the benefits

and problems associated with them (but see Sanvido and Konchar, 1999; and

Warne and Beard, 2005).

With regard to the use of BIM, the general issues that either enhance or

diminish the positive changes that this technology offers depends on how well

and at what stage the project team works collaboratively on one or more digital

models. The DBB approach presents the greatest challenge to the use of BIM

because the contractor does not participate in the design process and thus must

build a new building model after design is completed. The DB approach may

provide an excellent opportunity to exploit BIM technology, because a single

entity is responsible for design and construction. The CM@R approach allows

early involvement of the constructor in the design process which increases the

benefit of using BIM and other collaboration tools. Various forms of integrated

project delivery are being used to maximize the benefi ts of BIM and “Lean”

(less wasteful) processes. Other procurement approaches can also benefit

from the use of BIM but may achieve only partial benefits, particularly if BIM

technology is not used collaboratively during the design phase.

WHAT IS IPD ?

Integrated Project Delivery

Integrated project delivery (IPD) is a relatively new procurement process that

is gaining popularity as the use of BIM expands and the AEC facility management (AEC/FM) industry learns how to use this technology to support integrated teams. There are multiple approaches to IPD as the industry experiments

with this approach. The American Institute of Architecture (AIA) has prepared sample contract forms for a family of IPD versions (AIA 2010). They

have also published a useful Guide to IPD (AIA 2010). In all cases, integrated

projects are distinguished by effective collaboration among the owner, the

prime (and possibly sub-) designers, the prime (and possibly key sub-) contractor(s).

This collaboration takes place from early design and continues through project

handover. The key concept is that this project team works together using the best

collaborative tools at their disposal to ensure that the project will meet owner

requirements at signifi cantly reduced time and cost. Either the owner needs to be

part of this team to help manage the process or a consultant must be hired to

represent the owner’s interests, or both may participate. The tradeoffs that are

always a part of the design process can best be evaluated using BIM—cost, energy,

functionality, esthetics, and constructability. Thus, BIM and IPD go together and

represent a clear break with current linear processes that are based on paper representation exchange of information. Clearly the owner is the primary beneficiary

of IPD, but it does require that they understand enough to participate and specify

in the contracts what they want from the participants and how it will be achieved.

Construction Management at Risk

Construction Management at Risk

Construction management at risk (CM@R) project delivery is a method in

which an owner retains a designer to furnish design services and also retains

a construction manager to provide construction management services for a

project throughout the preconstruction and construction phases. These services may include preparation and coordination of bid packages, scheduling,

cost control, value engineering, and construction administration. The construction manager is usually a licensed general contractor and guarantees the

cost of the project (guaranteed maximum price, or GMP). The owner is responsible for the design before a GMP can be set. Unlike DBB, CM@R brings the

constructor into the design process at a stage where they can have definitive

input. The value of the delivery method stems from the early involvement of

the contractor and the reduced liability of the owner for cost overruns.

Design-Build

Design-Build

The design-build (DB) process was developed to consolidate responsibility for

design and construction into a single contracting entity and to simplify the

administration of tasks for the owner (Beard et al. 2005). Figure 1–3 illustrates

this process.

In this model, the owner contracts directly with the design-build team

(normally a contractor with a design capability or working with an architect)

to develop a well-defi ned building program and a schematic design that meets

the owner’s needs. The DB contractor then estimates the total cost and time

needed to design and construct the building. After all modifications requested

by the owner are implemented, the plan is approved and the final budget for

the project is established. It is important to note that because the DB model

allows for modifi cations to be made to the building’s design earlier in the process, the amount of money and time needed to incorporate these changes is also

reduced. The DB contractor establishes contractual relationships with specialty

designers and subcontractors as needed. These are usually based on a fixed

price, lowest bid basis. After this point, construction begins and any further

changes to the design (within predefi ned limits) become the responsibility of

the DB contractor. The same is true for errors and omissions. It is not necessary

for detailed construction drawings to be complete for all parts of the building

prior to the start of construction on the foundation and early building elements.

As a result of these simplifications, the building is typically completed faster,

with far fewer legal complications, and at a somewhat reduced total cost. On

the other hand, there is little fl exibility for the owner to make changes after the

initial design is approved and a contract amount is established.

The DB model is becoming more common in the United States and is used

widely abroad. Data is not currently available from U.S. government sources,

but the Design Build Institute of America (DBIA) estimates that, in 2006,

approximately 40 percent of construction projects in the United States relied

on a variation of the DB procurement approach. Higher percentages (50 to 70

percent) were measured for some government organizations (Navy, Army, Air

Force, and GSA).

The use of BIM within a DB model is clearly advisable. The Los Angeles

Community College District (LACCD) has established a clear set of guidelines for this use of BIM for its design-build projects (see http://standards.

build-laccd.org/projects/dcs/pub/BIM%20Standards/released/PV-001.pdf).

Figure 1–3 is adapted from this paper and shows the BIM-related workflow

and deliverables for this standard.

Design-Bid-Build

Design-Bid-Build

A signifi cant percentage of buildings are built using the Design-Bid-Build (DBB)

approach (almost 90 percent of public buildings and about 40 percent of private

buildings in 2002) (DBIA 2007). The two major benefi ts of this approach are:

more competitive bidding to achieve the lowest possible price for an owner; and

less political pressure to select a given contractor. (The latter is particularly

important for public projects.) Figure 1–2 schematically illustrates the typical

DBB procurement process as compared to the typical Construction Management at Risk (CM at Risk) and Design-Build (DB) processes (see Section 1.2.2)

In the DBB model, the client (owner) hires an architect, who then develops a

list of building requirements (a program) and establishes the project’s design

objectives. The architect proceeds through a series of phases: schematic

design, design development, and contract documents. The final documents

must fulfill the program and satisfy local building and zoning codes. The

architect either hires employees or contracts consultants to assist in designing

structural, HVAC, piping, and plumbing components. These designs are

recorded on drawings (plans, elevations, 3D visualizations), which must then

be coordinated to refl ect all of the changes as they are identifi ed. The final

set of drawings and specifi cations must contain suffi cient detail to facilitate

construction bids. Because of potential liability, an architect may choose to

include fewer details in the drawings or insert language indicating that the

drawings cannot be relied on for dimensional accuracy. These practices often

lead to disputes with the contractor, as errors and omissions are detected and

responsibility and extra costs reallocated.

Stage two involves obtaining bids from general contractors. The owner

and architect may play a role in determining which contractors can bid. Each

contractor must be sent a set of drawings and specifi cations which are then

used to compile an independent quantity survey. These quantities, together

with the bids from subcontractors, are then used to determine their cost

estimate. Subcontractors selected by the contractors must follow the same

process for the part of the project that they are involved with. Because of

the effort required, contractors (general and subcontractors) typically spend

approximately 1 percent of their estimated costs in compiling bids.1 If a

contractor wins approximately one out of every 6 to 10 jobs that they bid on,

the cost per successful bid averages from 6 to 10 percent of the entire project

cost. This expense then gets added to the general and subcontractors’ overhead costs.

The winning contractor is usually the one with the lowest responsible bid,

including work to be done by the general contractor and selected subcontractors. Before work can begin, it is often necessary for the contractor to redraw

some of the drawings to refl ect the construction process and the phasing of

work. These are called general arrangement drawings. The subcontractors

and fabricators must also produce their own shop drawings to reflect accurate details of certain items, such as precast concrete units, steel connections,

wall details, piping runs, and the like.

The need for accurate and complete drawings extends to the shop drawings, as these are the most detailed representations and are used for actual

fabrication. If these drawings are inaccurate or incomplete, or if they are based

on drawings that already contain errors, inconsistencies, or omissions, then

expensive time-consuming confl icts will arise in the fi eld. The costs associated

with these confl icts can be significant.

1 This is based on two of the authors’ personal experience in working with the construction industry. This cost includes the expense of obtaining bid documents, performing quantity takeoff, coordinating with suppliers and subcontractors, and the cost estimating processes.

Inconsistency, inaccuracy, and uncertainty in design make it difficult to

fabricate materials offsite. As a result, most fabrication and construction must

take place onsite and only after exact conditions are established. Onsite construction work is more costly, more time-consuming, and prone to produce

errors that would not occur if the work were performed in a factory environment where costs are lower and quality control is better.

Often during the construction phase, numerous changes are made to the

design as a result of previously unknown errors and omissions, unanticipated

site conditions, changes in material availabilities, questions about the design,

new client requirements, and new technologies. These need to be resolved by

the project team. For each change, a procedure is required to determine the

cause, assign responsibility, evaluate time and cost implications, and address

how the issue will be resolved. This procedure, whether initiated in writing or

with the use of a Web-based tool, involves a Request for Information (RFI),

which must then be answered by the architect or other relevant party. Next a

Change Order (CO) is issued and all impacted parties are notifi ed about the

change, which is communicated together with needed changes in the drawings. These changes and resolutions frequently lead to legal disputes, added

costs, and delays. Web site products for managing these transactions do

help the project team stay on top of each change, but because they do not

address the source of the problem, they are of marginal benefit.

Problems also arise whenever a contractor bids below the estimated cost

in order to win the job. Contractors often abuse the change process to recoup

losses incurred from the original bid. This, of course, leads to more disputes

between the owner and project team.

In addition, the DBB process requires that the procurement of all materials be held until the owner approves the bid, which means that long lead time

items may extend the project schedule. For this and other reasons (described

below), the DBB approach often takes longer than the DB approach.

The fi nal phase is commissioning the building, which takes place after construction is fi nished. This involves testing the building systems (heating, cooling,

electrical, plumbing, fi re sprinklers, and so forth) to make sure they work properly. Depending on contract requirements, fi nal drawings are then produced to

reflect all as-built changes, and these are delivered to the owner along with all

manuals for installed equipment. At this point, the DBB process is completed.

Because all of the information provided to the owner is conveyed in 2D

(on paper or equivalent electronic fi les), the owner must put in a considerable

amount of effort to relay all relevant information to the facility management

team charged with maintaining and operating the building. The process is

time-consuming, prone to error, costly, and remains a significant barrier.

As a result of these problems, the DBB approach is probably not the

most expeditious or cost-efficient approach to design and construction. Other

approaches have been developed to address these problems.

DEFINITION OF BIM

Building Information Modeling (BIM) is one of the most promising developments in the architecture, engineering, and construction (AEC) industries.

With BIM technology, one or more accurate virtual models of a building are

constructed digitally. They support design through its phases, allowing better

analysis and control than manual processes. When completed, these computergenerated models contain precise geometry and data needed to support the

construction, fabrication, and procurement activities through which the building

is realized.

BIM also accommodates many of the functions needed to model the lifecycle

of a building, providing the basis for new design and construction capabilities

and changes in the roles and relationships among a project team. When adopted

well, BIM facilitates a more integrated design and construction process that

results in better quality buildings at lower cost and reduced project duration.

BIM

In the seven years since the term “Building Information Modeling” or BIM was

first introduced in the AEC industry, it has gone from being a buzzword with a

handful of early adopters to the centerpiece of AEC technology, which encompasses all aspects of the design, construction, and operation of a building.

Most of the world’s leading architecture, engineering, and construction firms

have already left behind their earlier, drawing-based, CAD technologies and

are using BIM for nearly all of their projects. The majority of other firms also

have their transitions from CAD to BIM well underway. BIM solutions are now

the key technology offered by all the established AEC technology vendors that

were earlier providing CAD solutions. In addition, the number of new technology providers that are developing add-on solutions to extend the capabilities of

the main BIM applications in various ways is growing at an exponential pace.

In short, BIM has not only arrived in the AEC industry but has literally taken it

over, which is particularly remarkable in an industry that has historically been

notoriously resistant to change.

It is important to keep in mind that BIM is not just a technology change,

but also a process change. By enabling a building to be represented by intelligent objects that carry detailed information about themselves and also understand their relationship with other objects in the building model, BIM not only

changes how building drawings and visualizations are created, but also dramatically alters all of the key processes involved in putting a building together:

how the client’s programmatic requirements are captured and used to develop

space plans and early-stage concepts; how design alternatives are analyzed for

aspects such as energy, structure, spatial configuration, way-finding, cost, constructability, and so on; how multiple team members collaborate on a design,

within a single discipline as well as across multiple disciplines; how the building is actually constructed, including the fabrication of different components

by sub-contractors; and how, after construction, the building facility is operated and maintained. BIM impacts each of these processes by bringing in more

intelligence and greater effi ciency. It also goes over and beyond improving existing processes by enabling entirely new capabilities, such as checking a multidisciplinary model for confl icts prior to construction, automatically checking a

design for satisfaction of building codes, enabling a distributed team to work

simultaneously on a project in real time, and constructing a building directly

from a model, thereby passing 2D drawings altogether. It is hardly surprising,

then, to fi nd that BIM has also become the catalyst for significant process and

contractual changes in the AEC industry such as the growing move towards

IPD or “Integrated Project Delivery.”

Given how vast BIM is, both as a multi-disciplinary design, analysis,

construction, and facilities management technology, as well as the harbinger

of dramatic process changes, it would seem almost impossible to distill the

essence of it in a book. Yet this is precisely what The BIM Handbook has been

able to do. It provides an in-depth understanding of the technology and processes behind building information modeling, the business and organizational

issues associated with its implementation, and the advantages that the effective

use of BIM can provide to all members of a project team, including architects,

engineers, contractors and sub-contractors, facility owners and operators,

as well as building product suppliers who need to model their products so

that they can be incorporated into the building model. The book is targeted

towards both practitioners in the industry as well as students and researchers

in academia. For practitioners, it provides not just a deeper understanding

of BIM but practical information including the software applications that are

available, their relative strengths and limitations, costs and needed infrastructure, case studies, and guidance for successful implementation. For students

and researchers, it provides extensive information on the theoretical aspects of

BIM that will be critical to further study and research in the field.

First published in 2008, The BIM Handbook is authored by a team of

leading academics and researchers including Chuck Eastman, Paul Teicholz,

Rafael Sacks, and Kathleen Liston. It would be diffi cult to fi nd a team more

suited to crafting the ultimate book on BIM. Chuck Eastman, in particular,

can be regarded as the world’s leading authority on building modeling, a

field he has been working in since the 1970s at universities including UCLA

and Carnegie-Mellon. I referred to his papers and books extensively during

the course of my own Ph.D. work in building modeling while I was at UC

Berkeley. In 1999, he published the book Building Product Models: Computer

Environments Supporting Design and Construction, which was the first and

only book to extensively compile and discuss the concepts, technologies, standards, and projects that had been developed in defi ning computational data

models for supporting varied aspects of building design, engineering, and construction. He continues to lead research in the area of building product models

and IT in building construction in his current role as Professor in the Colleges

of Architecture and Computing at Georgia Institute of Technology, Atlanta,

and Director of Georgia Tech’s Digital Building Laboratory. In addition to his

research and teaching work, Chuck is very active in industry associations such

as the AISC, NIBS, FIATECH, and AIA TAP, and is a frequent speaker at

industry conferences.

Given his credentials and those of his co-authors including Paul Teicholz,

who founded the Center for Integrated Facility Engineering (CIFE) at Stanford

University and directed that program for 10 years; Rafael Sacks, Associate

Professor in Construction Management at the Technion (Israel Institute of

Technology); and Kathleen Liston, also from Stanford University and an industry practitioner, it is hardly surprising that The BIM Handbook continues to be

one of the most comprehensive and authoritative published resources on BIM.

This new second edition, coming three years after the publication of the first

edition, keeps up with all of the rapid advances in BIM technology and associated processes, including new BIM tools and updates to the existing tools,

the growing availability of model servers for BIM-based collaboration, the

increasing focus on extending BIM technology all the way through to facilities

management, the growing use of BIM to support sustainable design and lean

construction, the integration of BIM with technologies such as laser-scanning

to capture as-built conditions, and the growing momentum of alternate delivery models such as IPD. The new edition also greatly expands upon the case

studies section of the fi rst edition, highlighting several new projects that have

pushed the boundaries of BIM use to achieve exceptional results, both in signature architecture as well as more common building designs.

The book is well organized with an executive summary at the beginning of

each chapter providing a synopsis of its content and a list of relevant discussion questions at the conclusion of each chapter targeted towards students and

professors. In addition to a bibliography, it includes a very useful Company

and Software Index towards the end of the book that lists all the different

software applications that were discussed in the book and the corresponding

page numbers, not only making it easy to fi nd the sections where a particular

software is discussed, but also to get an at-a-glance overview of the extensive

range of BIM and related applications that are currently available.

It is not often that practitioners in a fi eld can get the benefi ts of an extensively researched and meticulously written book, showing evidence of years of

work rather than something that has been quickly put together in the course

of a few months, as most industry-focused books tend to be. The AEC industry

has been fortunate to have this distinguished team of authors put their efforts

into creating The BIM Handbook. Thanks to them, anyone in the AEC industry looking for a deeper understanding of BIM now knows exactly where to

look for it. It brings together most of the current information about BIM, its

history, as well as its potential future in one convenient place. It is, of course,

the must-have text book on BIM for all academic institutions who would like

to teach or research this subject, given the academic and research credentials

of its authors. There were many sections of the book that were illuminating

and insightful even to someone like me, who has been analyzing and writing

about AEC technology for close to ten years now. This helps to gauge how

much value the book would bring to an AEC practitioner whose prime focus

would be on the actual process of design, construction, or operation of a building rather than a full-time study of the technologies supporting it. True to its

title, The BIM Handbook indeed serves as a handy reference book on BIM for

anyone working in the AEC industry who needs to understand its current and

future technological state of the art, as BIM is not only what is “in” today but

is also the foundation on which smarter and better solutions will be built going

Lachmi Khemlani, Ph.D.

Founder and Editor, AECbytes