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White Paper

structured Knowledge Managementusing Skills Assessments

A2K Technologies is an industry-leading solutions, training, consulting and management firm specialising in design technology. With a multi-million dollar turnover and over 150 staff across Australia, New Zealand and China, A2K Technologies is Australia’s largest Autodesk channel partner. Our highly knowledgeable and industry-experienced staff in the infrastructure, building, mining and manufacturing sectors allow us to offer superior support to our customers to help them enhance their organisational capabilities, deliver on project outcomes and differentiate from the competition.

Once equally successful separate entities, AEC Systems, KarelCAD and ADA CADPartners merged in February 2013 to form A2K Technologies. Now, their combined leadership and innovation is driving the highest level of solution expertise, service and support for all of our customers’ design, facilities management, operations, maintenance and construction requirements.

Think Technology. Think A2K.

ABOUT

© 2014 A2K Technologies Pty Ltd. All rights reserved. A2K reserves the right to change any information in this document at any time without prior notice.

White Paper - Structured Knowledge Management Using Skills Assessments (1)

Sean has 20 years of experience in working with infrastructure and GIS projects. As a civil engineer, he worked on highways and bridges onsite (incorporating survey work as well as contracts) before spending four years in a design office setting up systems for CAD and design (in particular, hydroworks for drainage/sewer rehabilitation, including data capture).

Within the software industry, Sean has been heavily involved as a subject matter expert for Autodesk’s infrastructure development team. Sean regularly participates in thought leadership forums as well as steering committees, and supports Autodesk’s customisation of software to meet Australian Standards, which was recently showcased at Autodesk University.

ANZ Consulting Manager, A2K TechnologiesSean Twomey



Introducing Skills Assessment

The undefined tacit knowledge bank of a company is often the asset that makes the company 'tick'. As the amount of knowledge increases, the need to formalise the process of knowledge management is increasingly critical. To use knowledge most effectively across multiple teams, processes need to encompass the highly structured areas, as well as the more tacit processes.

In this white paper, we examine knowledge assessment and the benefits and process of using skills assessment for benchmarking in the field of design technology. There is particular focus on the CAD/BIM sides of engineering companies, but the process applies to all facets of business. The examples we refer to in this paper are based on Autodesk environments and processes (e.g. CAD and BIM), but are also applicable beyond this to Adobe, Graphisoft, Bentley and similar packages.

We examine the process of analysing and harnessing this data to calibrate goals to build major improvements and measure progress, with one of the most practical and visible benefits of knowledge management being the ability to facilitate decision-making capabilities. We also consider the challenge of overcoming the innate fear of assessments.

Historically, the learning process for previous versions of AutoCAD was relatively straightforward, in that a student could attend a four-day fundamentals training course and understand the basics. The more subtle tricks of the trade were expected to be picked up from working with experienced users on various jobs as time progressed. While this worked for some staff, there were too many unreliable assumptions in the process of ‘learning by osmosis’. This resulted in an inconsistent skill base for many companies, hindering team efficiency and causing disruption.

A2K Technologies identified the flaws in this process, and implemented new programs to ensure our clients’ staff are productive. The process is based on ongoing mentoring, as opposed to expecting a student to absorb an entire package in a few days, as well as a methodical process of skills assessments and audits so the courses are tailored to specific needs.

The Knowledge Smart system is used at A2K Technologies to conduct skills assessments for our clients. Knowledge Smart has proven to be an ideal company to partner with, as their evolution of knowledge management follows the same logic.

The Knowledge Smart engine provides mature material with flexible customisation options and extensive data extraction tools. This enables A2K Technologies to efficiently tailor assessments to suit specific needs and manage the ongoing process.

Maula (2000)

KNOWLEDGE PROCESS

LEARNING AND EVOLUTION

HIGHLY-STRUCTURED KNOWLEDGE PROCESSES(digital, explicit)

LESS-STRUCTURED,’CHAOTIC’ KNOWLEDGE PROCESSES(digital, explicit)

TACIT KNOWLEDGE PROCESSES

Creating, identifying,screening,

accumulating, and utilising knowledge.

KNOWLEDGEMANAGEMENT



Benchmarking is the process of comparing cost, time or quality of specific operations, to establish a measurable standard. This facilitates creation of a business case to address issues, and implementation of best practices to improve performance.

However, benchmarking’s effectiveness is limited by robustness of the methodology used to determine standards:

The dangers of relying solely on intuition or assumptions for performance management, and the benefits of implementing a data-driven model were highlighted in Michael Lewis's book (and subsequent movie), Moneyball. The summary is that a manager of a baseball team identified key statistics to form a winning team from players that would have been overlooked using traditional recruitment methods.

In the Moneyball example, the ability for the team to 'punch above their weight' was facilitated by pragmatic analysis of key statistics. The same process can be applied to business to achieve competitive advantage, by identifying appropriate statistics, forming programs to improve relevant areas, and using continuous assessment to monitor progress.

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To the extent that it has spread, benchmarking has been trivialized, so that the word itself is now semantically vague. Benchmarking has gradually come to be interpreted as simply a comparison of key ratios, without reference to causality, learning or pr ogress. The danger here is that benchmarking will degenerate into an organizational rain dance – an academic study not without interest but an exercise that does not have any noticeable effects.

Karlof and Lovingsson (2005)

Moneyball is a book about baseball...When read through the lens of a management researcher, however, it is also a book about human resource management, innovation, resistance to change, competitive advantage, and achieving excellence.

Wolfe, Wright and Smart (2006)

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“

The Importance of Benchmarking vs Assumptions



Overcoming Assessment ResistanceIf you can't measure it, you can't manage it

Two key points to emphasise from the success of the Moneyball team are:

In the example, the success of the team – did not occur without resistance to change first being addressed.

In specialised production environments such as CAD and BIM, an assessment process is required to identify key statistics. New measurement methods, such as online assessments, may be misunderstood by employees in a company, and treated as a threat, rather than an opportunity to develop.

Individual resistance to assessment can also occur through an innate fear of failing a test, and the potential for repercussions from the identification of knowledge shortfalls. The process is more likely to be embraced if it is communicated that the process is designed to improve career prospects by identifying growth areas.

This can be further supported by providing an option for training before the assessment(s), ensuring assessments are positioned to the specific level of expertise required, and emphasising that the questions are expertly-developed to be practical and relevant to individuals’ roles.

The process was performed consistently, and allowed (albeit grudgingly at times) to produce results.

The application of the analysis was specific to both group skills and individual skills.

1

2



The result of the correct application of the assessments is a mechanism to drive improvement and evaluate the results over time. Customising the areas above will help ensure that the assessment process leads to reliable results.

The table above is a data extraction from a simple online assessment. Users selected from multiple choice, true/false, pick lists and open text to answer questions on the usage of the software. The user is required to open files within the relevant software to obtain the answers and the time taken to achieve this is captured. This then provides sufficient data to perform detailed analysis.

Audits & Process Analysis also available to

set initial framework

Option for initial E Training

Use generic training content or customised

content for specific scenarios

~ 1 HrAssessments

Reports & Analysis of

Results

Phase 1

Phase 2

Phase 3

Phase 4

1InitialSkills Assessment

2 Structured mentoring (modular learning sessions) based on benchmarks and gaps to upskill individuals and groups

Ongoing assessments to measure progress and recalibrate material

3

>>>

FirstName

Last Name Assessment Location Job Title Score Tagged areas to improve onTime to

completeassessment

John Dory Revit Arch -Express Sydney Engineer 68 0:15:35 Detailing, Detail Components, Massing Environment, Conceptual

Patty O’Furniture Revit Arch -Express Sydney Architect 34 0:09:50 Design Options, Doors, Adding Doors, Families, Family Editor&#x0D,

Hazel Nutt Revit Arch -Express Brisbane Drafter 77 0:15:35 Families, Family Editor&#x0D, Rooms, Views, View Range, View

Chris P. Bacon Revit Arch -Express Melbourne Manager 92 0:10:35 Floors, Floor Elements

Marsha Mellow Revit Arch -Express Brisbane Architect 30 0:11:50 Coordinates, True North, Families, Family Editor, Phases, Phasing, Project

Minnie Van Ryder Revit Arch -Express Perth Engineer 84 0:13:35 Coordinates, True North, Rooms, Views, View Range, View Properties

Eileen Sideways Revit Arch -Express Auckkland Drafter 34 0:14:35 Coordinates, True North, Families, Family Editor, Revisions, Rooms,

Holly Golightly Revit Arch -Express Melbourne Manager 51 0:10:10 Detailing, Detail Components, Families, Family Editor, Massing

Bess Twishes Revit Arch -Express Perth Drafter 39 0:12:05 Design Options, Doors, Families, Family Editor, Massing Environment,

Otis B. Driftwood Revit Arch -Express Sydney Architect 48 0:10:25 Families, Family Editor&#x0D, Massing Environment, Conceptual



Analysis forTeams and Individuals

The Moneyball system achieved excellence and competitive advantage by providing two separate components:

The stats of individuals in a baseball game are a relatively straightforward analysis (in hindsight), but the innovative approach in identifying the true needs of a winning team in statistical terms to set goals is a far more ambitious example of management and leadership. It is also far more powerful, not just for sports scenarios but for business as well.

Individual and organisational capability can be assessed against a benchmark or to highlight a skill gap. The example below illustrates how individual scores for an Autodesk Revit assessment can be rendered not as a ‘pecking order’ against peers, but as a colour-coded display of topics that cause challenges to multiple participants. This enables the process to be positioned as a means of identifying real growth areas for teams, as opposed to repercussions for individuals.

This data illustrates specific areas for the main percentage of the team. The next point to consider is the level of technical skills needed for specific job functions so team assessments are relevant.

1 Analysis of individual skill sets 2 Analysis of the needs of the team.

The analysis needs to illustrate the priorities of specific skills gaps within teams to enable targeted mentoring for relevant topics.

1009080705040302010

0Chris P.Bacon

Minnie Van Ryder

HazelNutt

JohnDory

HollyGolightly

Otis B.Driftwood

BessTwishes

PattyO’furniture

EileenSideways

MarshaMellow

Individual’s Score within Group

Floor ElementsFloors

True NorthRooms

WallsUI

User InterfaceDesign Options

DimensionsSchedules



Specific Skills Assessments for Specific Teams

A manager's goal is to ensure each team is balanced with correct skill sets for each department and location. Without data, this is often inefficient, especially as teams are frequently formed through intuition and assumptions, and the result can be a high variability of knowledge application between job functions and teams.

Calibrating the assessment process for specific teams is essential to generate an accurate assessment, to create a framework for improvement and charting progress over time.

According to a 2009 ASTD study, almost 80 percent of executives from 1,179 organizations agree that there are growing skill gaps in their organizations in eight key areas: leadership and executive skills, basic workplace competencies, professional or industry-specific skills, managerial and supervisory skills, communication and interpersonal skills, technical, IT and systems skills, sales skills, and process and project management skills. Emelo (2012)

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Assessments are customised for specific groups so appropriate metrics can be established, to ensure the correct balance of skill sets and positions.

Comparisons can be charted by any parameter selected to add to the data fields. The most common are score and tagged areas for improvement. Combining these allows major flexibility in establishing realistic benchmarks so gaps can be considered and addressed.

Assessments are performed on a continuous basis to chart progress towards goals. Defining the skill set requirements for teams, and setting goals towards achieving these is the first step. Measuring progress continuously on the path towards achieving these goals is the key to success.

20102008

Excellent (76% to 100%)Average (26% to 50%)

Good (51% to 75%)Poor (0% to 25%)

Group Results before mentoring

No. of Assessments: Average Score: Average Time:

3049%0 hrs 30 mins 52 secs

40%33%

17%10%

Excellent (76% to 100%)Average (26% to 50%)

Good (51% to 75%)Poor (0% to 25%)

Group Results after mentoring

No. of Assessments: Average Score: Average Time:

3074%0 hrs 23 mins 36 secs

23%

67%

7%3%



Specific Teamsfor Specific Projects

While the Moneyball example provides a great introduction to the concept of benchmarking for team performance, the baseball scenario is limited to a certain number of players on the field at one time. Although tactics vary for each baseball game depending on the conditions and opposition, the fundamental deliverables remain consistent.

The tactical variation in strategies, and the selection process for sports games (as in the Moneyball example) have parallels to the process of forming teams for standard engineering projects. Even though these projects are often seen as variations to standard work, there are unique subtleties to each new job, which require teams to be formed based on competence in producing results.

Larger projects tend to involve alliances and collaboration with multiple consultants, so the need for a reliable system in selecting and forming the team is critical for project success. Project requirements can be quantified by reverse engineering the solution from the desired result. A framework of benchmarked technical resources enables reliable business decisions to be made on forming teams to specific requirements, including the complex challenge of sharing tasks around multiple offices.

A skills assessment of technical software for production draftees would not always be suitable for engineers. Production draftees are experienced with in-depth functionality and expected to score accordingly in an assessment tailored to the company's documentation standards. Engineers may only need to open files, confirm measurements and print. From an efficiency perspective, there is major value in enabling engineers to perform these tasks without disturbing the draftees from production work in progress.



Benchmarking for Growth

Using this example, the assessment program can be applied to relevant groups without any customisation, as the modules are already configured. Within the Knowledge Smart system, these can be edited, personalised to a company's specific needs, and saved for future reference, as opposed to starting from scratch to establish standards.

Different groups or divisions (for example, engineers vs. draftees) require different levels of expertise on technical software. Recognising this is important for forming realistic benchmarks for each group, which can then be applied to both company-specific standards and national/global standards.

This can be illustrated by an outline of the three levels of Revit Proficiency by Knowledge Smart, in the table below.

Levels of merit can be formed to establish a standard within a company. This provides growth paths for individuals to aspire towards as part of the human resources development process. The benchmarks can be established according to internal company trends from ongoing assessments, or based on national averages.

Examples of levels of proficiency for Revit Architecture

Level 1:Skills for occasional users

Level 2:Core skills for production work

Level 3:Expert skills for workflows, collaboration and project process

Level 1:(Basics)

Level 2:(Fundamentals)

Level 3:(Advanced)

Construction Managers

PrimaryModellers

BIMModellers

ProjectManagers

Engineers

30 35 40 45 50 55 60 65 70 75 80 85 90

100 %

85 %

70 %

40 %

Time

Scor

e

Distinction

Merit

Base Level

BelowMinimumThreshold

< 50 mins>85% score

(50 - 65) mins(70 - 85) % score

(65 - 75) mins(40 -69) % score

> 75 mins< 40% score



Evolution from Tribal Knowledge

Using an example of engineering drawings, an analogy can be drawn between tribal knowledge and the disruption of technology of today. When these drawings were done manually as opposed to electronically, a drafter was often recognised by their 'pen-stroke' as well as their signature. This may have been through the style and handwriting of documenting dimensions, or just the general layout and precision of the work. Senior members of the drafting team ensured the standards were met by juniors so the reputation of quality for the firm was established and maintained.

While portions of these skills were quantifiable and could be captured in procedures, other portions were difficult to define. The collective experience of the technical team at A2K Technologies is that these were frequently incorporated through mentoring and practice. From the perspective of the drafting team, these skills constituted their tribal knowledge, and represented the standards staff were expected to adhere to in production work.

This can work well in a small office, where all staff are in close contact and key personnel are available to facilitate the mentoring process, but the process of ‘learning by osmosis’ is less reliable as offices become larger and the workload demands specific focus areas for different teams.

Through experience, groups of people within an organization learn what is called tribal knowledge. While each participant knows some things, the group fails to use its combined knowledge in the most optimal manner, and such knowledge is not transferred efficiently to other group members. Thus, tribal knowledge, common to all organizations, can be a source of process variation and inefficiency.

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Mueller and Saxena (2011)



In many ways, the drawing production pen-stroke has been automated and standardised by design software, with specific fonts and precise styles for outputs. The sharing of electronic files, as opposed to static paper drawings, has produced a new set of challenges in maintaining standards for attributes and electronic data, as well as the aesthetic properties. This is sometimes referred to as an electronic pen-stroke, as the quality of the electronic data reflects the standards of the company, and represents their brand.

The potential for technology to disrupt business has been recognised in recent times, and can include the risk of management overestimating the potential for new software to deliver, while underestimating the time needed in up-skilling staff.

The ability to share designs and collaborate through mobile technology introduces pressure to audit models to a higher standard of detail, as the key components can be examined by anyone, not just technical staff. There is also significant pressure to keep up-to-date with emerging trends. This can result in procedures and plans for existing software being overlooked.

Skills assessments represent a key portion of the process to achieve the correct balance between calibrating existing and new software for optimal usage, while maintaining profitability and preventing the technology from disrupting the business. The key areas can be divided into internal benefits and competitive advantages for project delivery.



Project Management and Human Resources

One of the most practical and visible benefits of knowledge management is the ability to facilitate decision-making. An example of this is illustrated in considering the logistics of resource scheduling on commencement of a project:

A typical project management process begins with a scoped statement of work, and progresses through levels of detail, to scheduling and costing individual work packages to set the project in motion. As the project is executed, the danger of too many refinements to the baseline can introduce scope creep. It is critical that technical staff resourcing for the project is calibrated accurately to identify and address knowledge gaps.

Specialised knowledge and skills within the company are often limited to specific individuals or offices, so the logistics of ensuring the correct technical staff resources are available to meet the milestones is critical. As multiple projects have to run concurrently across multiple departments, the resourcing of critical skill sets has the potential to be a single point of failure.

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“

At the beginning of a project, it is important to identify the knowledge gap that must be bridged when the project delivery is produced. The existing knowledge may be held internally, that is, distributed among members of the project team, or it may be outside the team. In the process of moving from the existing knowledge base to a target knowledge base, it may be necessary to transform and redistribute knowledge that is already within the team, or acquire knowledge from outside the team, or invent new knowledge.

Koskinen (2004)

Time

• Statements of work (SOW)

• Deliverables

• Milestones

Priorities

• Time

• Performance

• Cost

Work Breakdown Structure (WBS)

• Work packages

• Deliverable hierarchy

• Organisational system

Resourcing

• Logistics

• Responsibility matrices

• Outsourcing / Internal resourcing



Many larger firms in Australia and New Zealand consider the use of overseas offices for performing deliverable components. This presents challenges if staff overseas have been trained independently, as they may need development in key areas to produce deliverables to the required standards.

With accurate skills assessment, Human Resources can use the ongoing analysis of the data to determine learning and development paths for various teams according to requirements. This includes targeted growth paths to up-skill staff based on individual needs, as well as mitigating risk by ensuring the more specialised areas of expertise are not confined to small groups.

Corporate culture defines the personality of a business, and needs to promote an environment where learning and improved team quality is fostered. This is achieved by rewarding growth, and encouraging mentoring across teams to improve project quality and client services. The data analysis from the assessments allows measurement on returns on learning and development investments, to eliminate risk of waste.

Mentoring can put your employees' learning and the company's goals on the same path.

Despite the increased emphasis on the importance of intellectual capital within our globalised society/ economy, organisations are not good at deploying knowledge, learning from their mistakes to become a true learning or a more knowledge- productive organisation.

Merrick (2013)

“

“Office 1 - skills

Office 2 - skills

Office 3 - skills

Resourcing Logistics

Overall skills and gaps for resourcing

Multiple projects running concurrently

Sub-project 1: deliverables & schedule

Sub-project 2: deliverables & schedule



Discussion

Ultimately, the objectives of the Moneyball reference – innovation, competitive advantage, and achieving excellence – are derived from setting benchmarks for the project management process, and enabling the Human Resources team to achieve them. Skills assessments provide the necessary framework to enable business goals to be achieved through data analysis, as opposed to being based on intuition or assumptions.

It needs to be emphasised though, that the process will only be effective when the staff being assessed are comfortable to take the assessments without fear of retribution. One of the methods we use at A2K Technologies to counter this is for a subject matter expert to explain the targeted mentoring and growth path to participants during the initial steps before the assessment.

The Moneyball success story was built on a combination of skills by two different individuals. Well-structured analytical skills were combined with experience and knowledge of the game and political structure, to achieve results. The key to this is recognising that one person will not be enough to successfully implement an effective knowledge management system, and there are significant benefits to gaining external perspectives.

The benefits of the process can be summarised in the table below.

Further information about the concepts in this paper can be obtained by contacting A2K Technologies via email: [email protected]

Internal Benefits Competitive Advantages

HR Leadership• Recruitment and induction• Identify individuals’ strengths and weaknesses• Appraisals and personal growth paths

Project Delivery• Skills resourcing• Risk identification• Promote collaborative working between teams and offices

Culture & Learning/Development• Implement better CAD/BIM mentoring• ‘Best practice’ for CAD/BIM development• Share performance data across an organisation

ROI• Efficiencies in time and money• Measure the performance of outsourcing or off-shoring partners• Continuous improvement process



References

Emelo, R, 2012. ‘Mentoring: Bridging the Competency Divide’, Chief Learning Officer, (Sep), 11(8): 26-62

Global eTraining: http://www.globaletraining.ca/

Hughes, R, Ginnett, R, Curphy, G, 2012. Leadership: Enhancing the Lessons of Experience, McGraw-Hill/Irwin, New York

Karlof, B, and Lovingsson, F, 2005. ‘Benchmarking’, A to Z of Management Concepts and Model, (May); 28-35, Thorogood

Knowledge Smart skills assessments: http://www.knowledgesmart.net/

Koskinen K, 2004. ‘Knowledge Management to Improve Project Communication and Implementation’, Project Management Journal, June, pp. 13-19

Larson, E and Gray, C, 2011. Project Management: The Managerial Process, McGraw-Hill/Irwin, New York

Maula M, 2000. ‘Three Parallel Knowledge Processes’, Knowledge & Process Management, Volume 7, Issue 1, pp 55–59

Merrick, L, 2013. ‘Applied Wisdom’, Coaching At Work, 8(6): 56

Mueller, P, and Saxena, U, 2011. ‘Standard processes unlock tribal knowledge’, Industrial Management, v.53, no.5, 2011 Sept-Oct, p.21(6)

Wolfe R, Wright P, Smart D, 2006. ‘Radical HRM Innovation and Competitive Advantage: The Moneyball Story’, Human Resource Management, Spring 2006, vol 45, No. 1, pp 111-145



Appendix 1How Knowledge Smart Assessment Works - Data Tags

In the Knowledge Smart system, questions are usually grouped by topic so obvious focus areas (such as doors in Revit Architecture) can be easily interrogated. Many elements of technical software are relevant to multiple focus areas – Families in Revit are a clear example of this.

Attaching tags to each question enables specific elements to be extracted from broad ranges of data within the complete assessment. The example below shows a small subset of the tags that are applied to questions on Revit Architecture – the full list is provided in Appendix 2. In this case, the topic of Families is relevant to several questions from different areas, and can be easily extracted.

Tags enable data to be extracted to run comparisons on different topics and even set basic group average standards. This information forms the nucleus of the analytical data, but needs to be supplemented by other parameters to enable accurate benchmarking for relevant groups.

SECTION 1

Question 1Question 2Question 3Question 4Question 5Question 6

Det

ailing

Doo

rs

Fam

ilie

s

Fam

ily

Editor

Flo

or E

lem

ents

Flo

ors

Mas

sing

Phas

ing

TAGS

XX

X X XX X X X

XX X

X

X X



Appendix 2Knowledge Smart - Sample Tags in Revit Architecture

AnnotationCAD FilesCeilingsConceptual MassingCoordinatesDesign OptionsDetail ComponentsDetailingDimensionsDoorsDWG filesFamiliesFamily EditorFloor ElementsFloorsKeynotesMassing EnvironmentPhasesPhasingProject BrowserRevisionsRoof ElementsRoofsRoomsScaleSchedulesShared LocationsSheetsShortcutsTagsTemporary DimensionsTrue NorthUI, User InterfaceView PropertiesView RangeViewCubeViewsWallsWorksetsWorksharing

AnnotationArraysAssociate ParametersCalculationsCategoriesConstraintsControlsCut GeometryDimensionsEQEqualiseFamily Categories and ParametersFamily PropertiesFlexingFlipFormsFormulaeHosted FamiliesHostingLabelsLinked ParametersMaterialsNested ArraysNestingObject StylesOriginParameter TypesParameters, Parametric ArraysProfilesReference PlanesRFTSaving FamiliesShared FamiliesShared ParametersSolidsSubcategoriesSweepsSymbolsSyntax

TagsTemplatesTestingType CataloguesTypesVisibilityVisibility/GraphicsVoid FormsVoids

Revit Architecture Revit Families



Appendix 3Knowledge Smart - Sample Assessments*

• 3ds Max fundamentals

• AutoCAD 2D fundamentals

• AutoCAD 2D – Xpress

• AutoCAD 2D for occasional users

• AutoCAD Civil 3D (modules 1-4)

• AutoCAD Civil 3D – Xpress

• AutoCAD Plant 3D (modules 1-4)

• Design Review fundamentals

• Inventor (parts 1-4)

• Navisworks Manage

• Revit Architecture for occasional users

• Revit Architecture fundamentals

• Revit Architecture – Xpress

• Revit Architecture advanced

• Revit Content Creation

• Revit for Interiors

• Revit MEP fundamentals (Electrical)

• Revit MEP fundamentals (Mechanical)

• Revit MEP fundamentals (Plumbing)

• Revit MEP – Xpress

• Revit Project Process

• Revit Structure fundamentals

• Revit Structure – Xpress

• Revit Structure advanced

• Adobe InDesign for occasional users (CS5)• Adobe Photoshop for occasional users (CS5)

Autodesk Adobe

• ArchiCAD fundamentals v16

Graphisoft

• Bentley Architecture fundamentals

• Bentley GEOPAK (Drainage)

• Bentley InRoads (Roadway Design)

• Bentley View fundamentals

• MicroStation 2D fundamentals

• MicroStation 2D – Xpress

• MicroStation 2D for occasional users

• MicroStation 3D fundamentals

Bentley

• Rhino fundamentals

• SketchUp fundamentals

• Synchro

• Tekla Structures

Various

• Autodesk Vault

• Bentley ProjectWise

Customisable Content

Coming soon

Combinations of the assessments above as well as content by the community and new content are created when necessary.* This list is not exhaustive, but rather, a snapshot of assessments available at time of publication.



1800 223 562 (AU) or 0508 232797 (NZ)[email protected]

A2K Technologies was borne as a result of the 2013 merger of three equally successful building design technology organisations. Now, our operations, resources and infrastructure have expanded, equating to a wider product offering, better technical support, invaluable service differentiation and the overarching ability to deliver on projects not possible ever before. As the largest Autodesk channel partner in Australia and one of the top ten most successful Autodesk partners globally, our customer charter is to “Deliver better. Deliver more. Exceed expectations.”

Let us exceed your expectations. Contact us today to find out more.

1800 223 562 (AU) or 0508 232797 (NZ)[email protected]

62 Brandl StreetEight Mile Plains QLD 4113 Australia

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