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S Are they compatible with your CAD system and easy to read? S Do they contain information you can use? S Do they contain a lot of other information from which you will have to extract the useful parts? S Does the value of the information contained in the files exceed what it will cost you to use them?

Second, is the information contained in the files accurate? S Can you rely on the information without having to go to the field and verify it? S Is the party who prepared the files available to answer your questions about them? S Does the owner warrant the accuracy of the information?

Few owners will make such assurances, but without such a warranty, you may have to field verify everything in the files. This makes the files much less valuable.

An owner may require you to deliver files at the end of the project for several reasons: Project Archive. The owner may want to keep CAD files as a project archive. An electronic archive is more volatile than he may understand. Electronic files can become inaccessible and unusable through deterioration of magnetic me- dia or through changes in hardware or software.

Your best protection is to educate the owner before the project starts. If you do not have direct access to the owner, you can only work through channels to spread this information.

Use in Later Project Phases. The owner may want to use the CAD files from your phase of the project to help imple- ment later phases of the project furniture and finishes or installation of equipment, for example. With each exchange you must be aware of what is happen- ing and you must ask yourself some questions. Use in Facility Management. The owner may want to use the files to start a facility management system.

In such situations, the owner may modify your files and go on to use them in ways you had never considered. Caution Your CAD files can be changed without a trace by anyone who has copies of them. Protect yourself from liability for the problems of people who modify your files and then use them inappropriately.

Include appropriate language in your agreements and in transmittals. You must protect yourself from liability for problems arising from use of modified versions of your files. Make sure your contract language provides such protection. Also, keep careful documentation of your submittals both electronic files and hard copies so that in case a problem should arise, you will be able to determined just what was included in the files when you delivered them.

Pre-project CAD data exchanges typically consist of files you receive from the owner or the general contractor that contain or are supposed to contain information you will need to do your work. In working with such data exchanges, you must determine: S When will you receive the files? Exactly when are you supposed to receive the files? Who is responsible for providing them get the name of a specific person? If the files are not delivered when scheduled, will you get more time or money to complete your work?

S Who made the files you will receive? S What do the files contain? Do they contain the information you need? S How were the files made? What was the CAD specification? S What is the quality of the files? Are they complete? Are they correct? Will you have to field verify any of the information? What is the CAD specification for the files to be exchanged? How much effort will it take for you to make this translation?

S Exchange Schedule. How many CAD files exchanges will you make? How many are required in your con- tract? When will you make the exchanges? Remember that each exchange will take time and money. S Exchange Contents. What information will each exchange include?

Which drawings will be included? What will be shown on each drawing? What stage of completion does each exchange represent? How can you use the files you receive? S Documentation. How will you document these exchanges to track: what you deliver, what you receive, when exchanges are made, etc.? S Version Control. How will you know that you have the most current version of files from other team members? S Acceptance.

This issue arises in the case of progress submittals when the project team submits preliminary data to the project owner or perhaps construction manager. In these situations, the party receiving the submit- A. On receiving this notification, the project team members can make required changes and proceed with their work. How can you be sure review and acceptance will be timely? How can you protect yourself from being forced by deadline pressures to proceed with your work before receiving the necessary approval?

See Liability on page A. S Ownership. Who will own the electronic files that you deliver to others? In the case of coordination files ex- changed with other project team members, this is not a significant issue. It is an issue when design files are passed to the project owner or end user. See the discussion of this issue in the next section. In making such exchanges, determine.

What is the CAD specification for the files you will submit? S Submittal Contents. What specific information are you required to submit? At what point is the recipient deemed to have reviewed and accepted the files? When are you relieved of responsibility for the content of the electronic files? After all, electronic files deteriorate over time and they can be modified without a trace. At some point the recipient must assume responsibility for main- taining the files and safeguarding their contents.

S File Ownership. Who will own the electronic files you deliver to others? This becomes an important issue with the files that the project owner or end-user receives.

Ownership will determine which party can use the information contained in the files and how the files can be used. Depending on the specifics of your contract, you can retain ownership of your files, transfer ownership to the owner or end-user, or establish a shared own- ership of the files.

This may be the time to meet with the client or end-user to determine just how he plans to use your files and then discuss how you might work with the files and provide additional services.

S The Receiver. Who will ultimately receive your submittal—the general contractor, the project owner, the end user, or consultant for a later phase of the work? How will this party use your files? Is this an appropriate use for your files? If not, how can you protect yourself? S Archiving Issues. Does the project owner plan to keep your files as an archive?

Does he understand the limita- tions of electronic archives? What should you keep for your own archive? A typical project team might include: designers and their design consul- tants, contractors and subcontractors, manufacturers and suppliers, and the project owner and end users. Project team members work together in a complex matrix of relationships which changes as the project moves from preliminary phases through the end of construction and user occupancy.

Project information flows through this matrix. At any time some project team members may want project information another member has or is developing. At any time you may have information that another team member will want. Automation and CAD systems particularly have made it even easier to pass information back and forth among project team mem- bers and to do it quickly.

The free, rapid flow of information among project team members can help team members communicate quickly, and can save time and effort as team members have the information they need instead of having to wait for it, and can keep the project moving forward.

The uncontrolled flow of project information among project team members can also pose risks. Without proper con- trol, team members can end up: S working with data that is incorrect, not ready, unchecked, or for other reasons should not have been exchanged S working with data that represents a design alternative rather than the actual design S working with design information that has not been approved for release S working with outdated information S working with multigenerational copies of data files S not knowing whether changes were made to the files as these copies were madeInformal information ex- changes among project team members can lead to these problems and raise serious liability problems.

In a well-run project, data exchanges between the team members are established in the contracts and are then managed carefully. The manager may be the principal designer, the general contractor, the construction manager, or some other party. Without effective management of data exchange within the project team, each team member is on his own. Careful team members will implement their own data exchange management systems and there will be a great deal of dupli- cated effort.

Whether project data exchanges are well managed or not, each project team member must protect himself. His goals should be: S to use CAD files received from others only if he can verify that they contain correct and current information S to assure that the information he is using from outside sources is kept current as changes occur S to assure that he releases only correct and current data to other team members S to document the whole process and develop a paper trail in case of later questions These principles apply when you are working on a multi-member project team.

They also apply when you are just working with other teams or even just other individuals in your own company. When working on a multi-member project team, your first step is to determine the nature and structure of your contrac- tual relationships. This caution applies to other project team mem- bers, of course, but it also applies particularly to outsiders who want the information for their own uses.

Let the general contractor or the project owner handle these requests. If you are a sub-contractor to the general and you need to exchange CAD files with another sub, make the exchange through the general. Document everything that you receive and everything that you give to anyone else. Documentation can help you re-construct events after the fact if questions arise. More immediately, though, documentation can help you and your project team to keep track of where things stand on a day-to-day basis.

Let the general or designated data exchange manager manage these issues. Let the general keep track of who has received what, when the delivery occurred, percentage completion at the time of the exchange, etc.

Let the general act as the data coordinator and traffic cop for the project. Assume, then, that you have settled these contractual issues and are preparing to exchange CAD files with other mem- bers of the project team.

What files are included? Which drawings do they include? What were the design assumptions under which the drawings were made? What is the currency date of the material you are delivering? How complete are the drawings at the time of the exchange. S Be sure you deliver only what you intend to deliver. Check your files before you send them. This simple precaution can save you embarrassment.

S Document your delivery carefully. Keep a copy of your transmittal and other documents describing exactly what is being delivered. Keep hard copies of the drawings included in the CAD files. Keep copies of the CAD files. Keep a record of who is receiving the delivery and of your relationship with this party establish why you are making the delivery. List any third parties who you know will be receiving copies or your delivery. S Update recipients. Whenever you receive CAD data files from another project team member: S Determine what you have received.

Who made the files you have received—the sender, or another party? S Document it carefully. Keep any notes that you make during your confirmation of the delivery. Keep a copy of the files as you received them in your project records. S Commit to updating. Understand that you must keep yourself updated on any changes to the information. This principle would be very helpful if each team member could work independently, never interacting with other team members, and just submit his finished work at the end of the project.

Unfortunately, this is not the case, nor has it ever been the case except in the very smallest and least complex projects. The success of any one team member depends on the other team members doing their jobs correctly: before he begins work, while he is working, and after his work is finished. They must pass a great deal of information CAD files and many other things back and forth during the project and they must be able to rely on the information they receive and stand behind the information they pass to others.

This complicates the liability picture. Steps toward such a liability structure include: S project contracts that describe data exchanges between project members S who will provide information and who will receive it? S how many exchanges will be made? S what will be included in each exchange? S what is the state of data currency at each exchange? S how can the data be used once it is received? S a structure to manage the day-to-day details of data exchange S tracking scheduled data exchanges S assuring that exchanges are made as scheduled S receiving CAD files from the parties who are supposed to provide them S verifying that the files contain the information they are supposed to contain S conveying the files to the parties scheduled to receive them S assuring that the parties who receive CAD files are kept current as changes are made to the files Establishing and operating this kind of structure requires a significant effort and additional costs—initially.

The effort pays off quickly in terms of improved data flow, reduced confusion, and clear liability. If this structure is established on a project-wide basis and if team members feel confident it will work smoothly, a sav- ings will be achieved by reducing duplicated efforts among team members as each tries to cover his own liability expo- sure.

S A free and open exchange of information among the project team members. Such an exchange means that each party receives from other project team members the information he needs to perform his own work. It also means that each party must provide information about his own work to other parties need for their work. S An equitable and appropriate distribution of liability among the members of the project team.

The most obvious benefits are using CAD in-house to produce your own drawings. Select a good CAD system and adopt an in-house project CAD standard similar to those used by your colleagues and you can experience significant gains in productivity as you produce your drawings, perform design calculations, generate quantity take-offs, etc.

Using this infor- mation, you can: S get drawings of existing site conditions in CAD format rather than having to gather the information and draw it up yourself S learn about the design intentions of other team members S perform ongoing coordination between your work and that of other team members In achieving this second tier of benefits, though, you will encounter challenges in the areas of data coordination, addi- tional costs, and liability.

These challenges are best addressed by project-wide efforts that begin with the general contractor or the project owner. Lacking such efforts, you must take whatever steps you can to protect yourself and so must all the other team mem- bers.