The LIDAR Terms you must know

The LIDAR Terms you must know

 

If you want to feel a lot more fluent in the language of LiDAR, you must know theses terms:

Repetition rate: This is the rate at which the laser is pulsing, and it’ll be measured in kilohertz (KHz). Fortunately, you don’t have to count it yourself, because these are extremely quick pulses. If a vendor sells you a sensor operating at 200 KHz, this means the LiDAR will pulse at 200,000 times per second. Not only does the laser transceiver put out 200,000 pulses, the receiver is speedy enough to receive information from these 200,000 pulses.

Scan frequency: While the laser is pulsing, the scanner is oscillating, or moving back and forth. The scan frequency tells you how fast the scanner is oscillating. A mobile system has a scanner that rotates continuously in a 360 degree fashion, but most airborne scanners move back and forth.

Scan angle: This is measured in degrees and is the dis-tance that the scanner moves from one end to the other. You’ll adjust the angle depending on the application and the accuracy of the desired data product.

Flying attitude: It’s no surprise that the farther the plat-form is from the target, the lower the accuracy of the data and the less dense the points will be that define the target area. That’s why for airborne systems, the flying attitude is so important.

Flight line spacing: This is another important measure for airborne systems, and it depends on the application, vegetation, and terrain of the area of interest.

Nominal point spacing (NPS): The rule is simple enough — the more points that are hit in your collection, the better you’ll define the targets. The point sample spac-ing varies depending on the application. Keep in mind that LiDAR systems are random sampling systems. Although you can’t determine exactly where the points are going to hit on the target area, you can decide how many times the target areas are going to be hit, so you can choose a higher frequency of points to better define the targets.

Cross track resolution: This is the spacing of the pulses from the LiDAR system in the scanning direction, or per-pendicular to the direction that the platform is moving, in the case of airborne and mobile systems.

Along track resolution: This, on the other hand, is the spacing of the pulses that are in the flight direction or driving direction of the platform.

Swath: This is the actual distance of the area of coverage for the LiDAR system. It can vary depending on the scan angle and flying height. If you’re flying higher, you’ll have a larger swath distance, and you’ll also get a larger swath distance if you increase the scan angle. Mobile LiDAR has a swath, too, but it is usually fixed and depends on the particular sensor. For these systems, though, you might not hear the word “swath;” it may instead be referred to as the “area of coverage,” and will vary depending on the repetition rate of the sensor.

Overlap: Just like it sounds. It’s the amount of redundant area that is covered between flight lines or swaths within an area of interest. Overlap isn’t a wasted effort, though — sometimes it provides more accuracy.

The Benefits Of Incorporating BIM For The Construction Process

The Benefits Of Incorporating BIM For The Construction Process

 

Building information modeling, popularly known as “BIM”, is the present star player in the construction industry. Though it has been almost a decade since the technology has been around, but in last two years it has created a lot of buzz in the industry. So what really is BIM? Here is the US National Building Information Model Standard Project Committee’s definition for better understanding:


“Building Information Modeling (BIM) is a digital representation of physical and functional characteristics of a facility. A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life-cycle; defined as existing from earliest conception to demolition (NBIMS-US, 2016).”


Use of BIM services in construction will help in generating visual files with all variables that are required in the construction of the actual project. All you need to do is provide the correct input and the output will be a model that will have all the information which is needed by anyone working on the project to make it a success.

The benefits of incorporating BIM in the construction process are many, but can be summarized in following five individual points:


Extended Scope


Conventionally, building model of a construction project is focused on the visualization of the building or infrastructure to be built. Though this type of CAD model could be used as a guideline for proceeding further, but not for exact calculation of variables involved. However, BIM not only includes these variables, but highlights them too. For example, thermal modeling is also as much a part of BIM as natural light and HVAC system. A shift from traditional architectural drawing to BIM will is like expanding the scope of the model, which, in turn, will increase the reliability of the model.


Projecting Constructability and Price


The enhanced scope of BIM will further help the construction managers and stakeholders in better understanding what exactly is involved in building the final project. Further, the traditional CAD models usually do not provide accurate pricing projections, but BIM includes all the variables to predict both individual and overall construction prices.


Enhanced Stakeholder Coordination


The most difficult part of completing a construction project is to maintain coordination of all the stakeholders. BIM services can lead to a better coordinated collaboration of all the stakeholders, as it includes a wide range of variables related to construction.


Accounting of Complex Construction Processes


The modern construction process is very complex, resulting in lack of a coordinated extended timeline and money loss. BIM provides a more cost and time-sensitive solution: In BIM data is directly connected with design, therefore, any design updates will update the model, thus accounting for each variable in the construction process.


Building workflow reliability


Planning a construction project can be a daunting task because of a large number of overlapping timelines. One major benefit of using BIM service is that it helps in avoiding clashes in areas where one model overlaps or makes the other impossible. BIM makes finding these clashes easier. In fact, it allows managers to spot problems before they become they go out of hand, thus building a more reliable workflow.


These benefits of incorporating BIM in the construction process has made it an invaluable tool for the construction industry. Any project starting with BIM will definitely have a greater chance of success.

Top 5 Advantages of Building Information Modeling

Top 5 Advantages of Building Information Modeling

 

With the advent of new technologies that aid in design and construction—like advanced data capture and computer aided design—more and more projects in the architectural, construction, and engineering industry are moving from 2D drawings to 3D models.

This opens up a new realm of possibilities in the field of Building Information Modeling, thereby giving architects, engineers, and site planners many benefits which help improve their quality, workflow, design, and project management. The switch also helps drive savings in terms of time and budget for building and infrastructure projects.


Building information modeling or BIM is a process that involves the generation and management of digital representations of physical and functional characteristics of places. These come in the form of 2D digital drawings, digital 3D models, aerial photography, or site scan files which can be extracted, exchanged, or networked to support
the decision-making processes regarding a building or other built asset.

Today, BIM is used by individuals, businesses and government agencies for planning, design, construction,
operation, and maintenance of diverse physical infrastructures. BIM improves productivity and gives additional benefits for its users.


1. With BIM, designers can immediately benefit from compiled input shared in a model in ways that traditional paper medium is unable to capture. These days, project starts include information from digital elevation and aerial imagery, along with advanced laser scans of infrastructure that accurately capture valuable real-world data pertaining to a project.


2. BIM reduces waste. By using shared models or assets, there is reduced need to duplicate drawings for the different building discipline requirements. BIM likewise reduces the need for reworks.


3. BIM software involves helpful aids—including auto save and project history—that helps prevent disappearances or file corruption, which can be disastrous and impair productivity.


4. Integrated simulation tools allow designers to visualize factors such as solar exposure during different seasons, energy use, structural analysis, earthquake and flooding resistance, and others to improve building performance.


5. 3D models can be used as the ultimate tool of communication for conveying the project scope, steps, and outcome, or render impressive views and fly-through or walk-throughs that can be used to sell a commercial space or to gain  necessary approvals.

What are the differences between Primavera vs MS-Project

What are the differences between Primavera vs MS-Project

 

Primavera Oracle and Microsoft Project are the most commonly used softwares packages for Scheduling and Controlling in Construction and Development Projects.

P6 is by far more suited for a multi-user, large corporate project structure, particularly where most projects are part of a larger project, or an ongoing corporate management strategy that integrates projects in a networked system, particularly with a lot of shared resources. The three major downsides to P6 are the sharp learning curve, the need for a system administrator, and the overall and ongoing cost.

MS Project is more suited for independent projects, smaller corporations with less projects, a corporate management strategy that separates projects from the business management system, and projects that are largely dependent on external resources. The downsides to Project are the difficulties in integrating multiple resource-related or otherwise multi-level projects, and creating and integrating resource-dependent scheduling and auto-leveling.

These are the main factors that should be considered when selecting your Project Management software.

Below are listed the 13 main differences between Primavera and MS-Project:

 

To download Free Project Management Templates you can visit www.managementproject.net

Why Use Project Management Tools And Software

Why Use Project Management Tools And Software

 

Most of the organizations prefer to have qualified employees in order to finish the work in an effective way. As the technology is advancing, it is evident that people will have various options to perform different kinds of tasks in a quick span of time.

It is evident that the modern technology tools are providing convenient options for people to handle different kinds of projects and tasks in an effective way. It is very much important for people to understand the tools and software, which can help them to perform the tasks in a quick span of time.

 

Why use online project management software?

 

It is very much essential or people to look for the best online project management software, as it helps people to perform the tasks in a quick span of time. As saving time plays a crucial role in most of the business organizations, it is important for people to look for alternate ways of finishing the task in an effective way. As most of the online project management software is known to provide quality outputs without compromising on the time, it is obvious that people would look forward to using the tool in an effective way.

 

Gone are the days, where people used to sit and complete the project manually. It is essential for people to understand the better ways of completing a particular project in a quick span of time. As most of the people would prefer to do it manually because of quality and accuracy, it is widely recommended for people to pick the best online project management software in order to use it in an easy way.

 

It is widely recommended by most of the experts to make use of the modern technology equipment and software, which helps people to perform the tasks in an effective way. As the tools and software are known to perform the work in a quick span of time, it is evident that people would prefer to depend on any of the best online project management software on a regular basis.

 

Management software that just works!

Read More on The Best Project Management Tools in 2020

The Best Project Management Tips

 

The Best Project Management Tips

 

 

Getting Started – Initiation

 

  1. Develop a solid business case for your projects. Where appropriate, ensure you obtain senior managers’ agreement before you start the project. Research points out that too many projects are started without a firm reason or rationale.  Developing a business case will identify whether it is worth working on.

 

  1. Ensure your project fits with the key organisational or departmental agenda or your personal strategy. If not, why do it?  Stick to priority projects.

 

  1. Carry out risk analysis at a high level at the initiation stage. Avoid going into great detail here – more an overview focussing on the key risks.

 

  1. Identify at this early stage key stakeholders. Consider how much you need to consult or involve them at the business case stage. Seek advice if necessary from senior managers

 

  1. Where appropriate, involve finance people in putting the business case together. They can be great allies in helping crunch the numbers which should give credibility to your business case.

 

Defining Your Project

 

  1. Produce a written project definition statement (sometimes called PID) and use it to inform stakeholders – see point 13. This document is ‘your contract’ to carry out the project and should be circulated to key stakeholders.

 

  1. Use the project definition statement to prevent creep. Use it to prevent you going beyond the scope of the project through its use in the review process.

 

  1. Identify in detail what will and will not be included in the project scope. Avoid wasting time by working on those areas which should not be included – identify these in the PID.

 

  1. Identify who fulfils which roles in your project. Document them on the PID. Include a paragraph to show what each person does.

 

  1. Identify who has responsibility for what in the project e.g. project communications is the responsibility of AD. This helps reduce doubt early in the life of the project.

 

  1. Think ‘Team Selection’ – give some thought to who should be in your team. Analyse whether they have the skills required to enable them to carry out their role?  If not, ensure they receive the right training. Check they are available for the period of the project. NOTE: this includes any contactors you may need to use

 

  1. Form a group of Project Managers. The Project Manager role can sometimes be very lonely! Give support to each other by forming a group of Project Managers.

 

  1. Identify who the stakeholders are for your project – those affected and ‘impacted’ by the project. This should be an in- depth analysis which needs updating regularly.

 

  1. Recognise early in the life of the project what is driving the project. Is it a drive to improve quality, reduce costs or hit a particular deadline?  You can only have 1.  Discuss with the sponsor what is driving the project and ensure you stick to this throughout the project. Keep “the driver” in mind especially when you monitor and review.

 

  1. Hold a kick off meeting (Start up Workshop) with key stakeholders, sponsor, project manager project team. Use the meeting to help develop the PID (see Tip 6).  Identify risks and generally plan the project.  If appropriate hold new meetings at the start of a new stage.

 

  1. Ensure you review the project during the Defining Your Project Stage – involve your sponsor or senior manager in this process. Remember to check progress against the business case.

 

Delivery Planning

 

  1. Create a work breakdown structure (WBS) for the project. A WBS is a key element you will need to develop your plan.  It lists out all of the activities you will need to undertake to deliver the project.  Post it notes can be a great help in developing your WBS.

 

  1. Group tasks under different headings once you have a list. This will enable you to identify the chunks of work that need to be delivered, as well as put together the Gantt chart and milestone chart.

 

  1. Identify dependencies (or predecessors) of all activities. This will let you put together the Gantt and milestone charts. Ensure you write them down otherwise you are trying to carry potentially hundreds of options in your head.

 

  1. Estimate how long each activity will take. Be aware that research points out we are notoriously bad at estimating. You estimate a task will take 3 days.  Identify how confident you are that you can deliver in 3 days by using %

e.g. I’m only 40% certain I can deliver in 3 days. You should aim for 80%. If   you do not believe you can achieve 80% then re-calculate

 

  1. Identify the critical path for the project. The critical path identifies those activities which have to be completed by the due date in order to complete the project on time.

 

  1. Communicate, communicate, communicate! Delivering a project effectively means you need to spend time communicating with a wide range of individuals.  Build a communication plan and review it regularly and include it in your Gantt chart.

 

  1. Are you involved in a major change project? If you are, think through the implications of this on key stakeholders and how you may need to influence and communicate with them.

 

  1. Conduct Risk Assessment – carry out a full risk analysis and document it in a risk register. Regularly review each risk to ensure you are managing them, rather than them managing you. Appoint a person to manage each risk.

 

  1. Develop a Gantt chart and use it to monitor progress against the plan and to involve key stakeholders in the communications process.

 

  1. Draw up a milestone plan. These are stages in the project. You can use the milestone dates to check the project is where it should be. Review whether activities have been delivered against the milestone dates and take a look forward at what needs to be achieved to deliver the next milestone.

 

Project Delivery – Monitoring and Reviewing Your Project (Project Governance)

 

  1. Have a clear project management monitoring and reviewing process – agreed by senior managers – the project sponsor and the project Board, if you have one.

 

  1. Ensure your organisation’s corporate governance structure and your project management monitoring and control structure are compatible. If you do not know whether this is the case then seek senior management involvement.

 

  1. Be aware early in the project what will be monitored, how they will be monitored and the frequency.

 

  1. Keep accurate records of your project not only for audit purposes but to ensure you have documents which enable you to monitor changes.

 

  1. Use a Planned v. Actual form. It is easy to create – it allows you to monitor how you are progressing with specific tasks – time and money. Link these forms into milestone reviews.

 

  1. Identify with your sponsor the type of control that is needed – loose or tight or a variation of these, e.g. tight at the start, loose in the middle, tight at the end. Ensure the system you develop reflects the type of control intended.

 

  1. Agree a system for project changes – have an agreed system for monitoring and approving changes. Use change control forms and obtain formal sign off (agreement) by the sponsor, before action a change.  Look for the impact of the change on the project scope as well as the “key driver” – quality, and cost and time.

 

  1. Appoint someone to be responsible for project quality especially in larger projects. Review quality formally with the client at agreed milestone dates.

 

  1. Make certain you have agreed who can sanction changes in the absence of your sponsor. If you haven’t agreed this, what will you do in their absence?

 

  1. Set a time limit for project meetings to review progress. Have an agenda with times against each item and summarise after each item at the end of the meeting.

 

  1. Produce action points against each item on the agenda and circulate within 24 hours of the meeting. Use these action points to help in the creation of your next agenda.

 

  1. Review the items on the critical path checking they are on schedule. Review risks, review yours stakeholders and your communication plans and whether you are still on track to deliver on time, to budget and to the required quality standard.

 

  1. Set a tolerance figure and monitor e.g. a tolerance figure of ±5% means as long as you are within the 5% limit you do not have to formally report. If  exceed the 5% limit (cost or time) then you need to report this to the agreed person – probably your sponsor

 

  1. Report progress against an end of a stage – are you on schedule? Time, cost or quality?  Ensure that if something is off schedule the person responsible for delivering it suggests ways to bring it back on time, within budget or to hit the right quality standard.

 

  1. Develop an issues log to record items that may be causing concern. Review at your project meetings.

 

  1. See whether you are still delivering the original project benefits when reviewing your project. If not, consider re-scoping or if appropriate abandoning the project.  Do not be afraid of abandoning a project. Better to abandon now rather than waste valuable time, money, and resources working on something no longer required.  If you close a project early – hold a project review meeting to identify learning.

 

  1. Produce one-page reports highlighting key issues. Agree the areas to include with the Sponsor before writing a report.

 

  1. Use a series of templates to support the monitoring process, e.g. milestone reporting, change control, log, planned v. actual.

 

  1. Apply traffic lights to illustrate how you are progressing – red, amber and green. Use these in conjunction with milestone reports.

 

  1. Engender honest reporting against specific deliverables, milestones, or a critical path activity. If you do not have honest reporting imagine the consequences.

 

Closedown and Review

 

  1. Agree well in advance a date to hold a post project review meeting. Put this onto the Gantt chart.

 

  1. Invite key stakeholders, sponsor, and project team to the post project review. If the date is in their diary well in advance it should make it easier for them to attend

 

  1. Focus your meeting on learning – identifying what you can use on the next project. Share the learning with others in the organisation.

 

  1. Check whether you have delivered the original project objectives and benefits and not gone out of scope.

 

  1. Make sure that you have delivered against budget, quality requirements and the end deadline.

 

  1. Understand how well you managed risks and your key stakeholders. Use questionnaires to obtain feedback.

 

  1. Prepare a list of unfinished items. Identify who will complete these after the project and circulate to any stakeholders.

 

  1. Hand over the project formally to another group (it is now their day job) – if appropriate. You may need to build this into the project plan and involve them early in the plan and at different stages throughout the project.

 

  1. Write an end of project report and circulate. Identify in the report key learning points.

 

  1. Close the project formally. Inform others you have done this and who is now responsible for dealing with day to day issues.

 

  1. Celebrate success with your team! Recognise achievement, there is nothing more motivating.

 

General Tips

 

  1. But what is a project? Why worry whether something is a project?  Why not use some of the project management processes, e.g. stakeholder analysis or use of traffic lights to manage your work?  They key principle is to deliver the piece of work using the appropriate tools. We use the term project based working to describe this approach.

 

  1. Get trained! Research points out that only 61% of people have received any project management training.

 

  1. Ensure you have the buy-in of senior managers for your project. You will need to work hard to influence upwards and get their support.

 

  1. What about the day job? Projects get in the way and the day job gets in the way of projects! Many people have found that by applying project based working to day to day activities and by being more rigorous on project work, more is achieved.

 

  1. Identify early on in the life of the project the priority of your projects. Inevitably there will be a clash with another project or another task.  Use your project management skills to deliver and your senior management contacts to check out the real priority of the project.

 

  1. Discover how project management software can help. But, you will need to develop the business case, produce a project definition alongside planning what will go into the software.  Many project managers use simple Excel spreadsheets or charts in word to help deliver their project.

 

 

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