cmoser

About Cliff Moser

Cliff Moser, AIA, is an architect.

BIM Execution Plans

A phase shift takes place in large design and construction projects when they transform from large complicated systems into difficult complex adaptive systems.

By |2016-10-26T08:22:04+00:005/3/2016|

BIM Scrum, part 2

One of the central themes of my book, Architecture 3.0, is the idea that architects are trained to be problem solvers, or as I call them, design solvers.

By |2016-05-03T18:01:10+00:003/7/2016|

BIM Scrum, part 1

All architects are essentially design problem solvers. We see the world as messy, interactive, and sometimes chaotic system, and tend to compartmentalize pieces of systems thinking into our design solutions.

By |2016-10-26T08:22:38+00:002/15/2016|

Lean Quality Design and Construction

Here on the Stanford Medical Center site in Palo Alto, Calif., we are building two hospitals. My project is the New Stanford Hospital, but just east of us, less than a quarter of a mile away, is the new construction for the Lucile Packard Children’s Hospital. This means that within an area just a little larger than Stanford Stadium, we are building more than 1.3 million-sq.ft., of new acute care healthcare space.

By |2016-10-26T08:23:19+00:0011/3/2015|

Addressing Potential Project Misalignments

This issue’s article celebrates my return to the field. While still in a role as owner, I am changing venues and joining the New Stanford Hospital project team as a senior project manager, with a focus on BIM (building information modeling) services.

By |2016-10-26T08:23:43+00:009/9/2015|

Why Hasn’t BIM Changed Things?

Will future computational rules-based models help redefine architectural deliverables in order to reframe the requirements of standard of care? As owners we continue to ask why our teams’ deliverables continue to be so poor.

By |2016-10-26T08:24:42+00:005/4/2015|

Build a Platform Not a Solution

Most design and construction digital-delivery data solutions are just that; a single solution. However single solutions at the end of the project usually leave a mess of unintended consequences.

By |2016-10-26T08:25:06+00:003/9/2015|

Owner Analytics

As a healthcare facility owner with more than 70 years of building ownership, we have been handed all kinds of “stuff” at the end of a project. In the past, this stuff used to include tons of paper (for example one of our hospital projects from 2004 had more than 2,000 drawings for its construction set).

By |2016-10-26T08:25:55+00:001/27/2015|