Efnisyfirlit

• Front Matter
  • Introductory Statement by the American Institute of Architects
  • Preface
    • Figure A Building Information Modeling (BIM) platforms can be used to design just about anything.
    • Figure B “BIM is about 10 percent technology and 90 percent sociology.” Charles Hardy, Director, Office of Project Delivery at U.S. General Services Administration (GSA).
    • Figure C The misperception is that BIM is about 90 percent technology and 10 percent sociology.
    • Figure D Alternatively, 10 percent is what happens to us as a profession and industry, while 90 percent is decided by how you react to it.
    • Figure E The business and technology cases for BIM and integrated design have already been made. It is time to make the social case for firm culture, including working relationships, interactions, and intelligence.
    • Figure F The one element propelling you and your organization today toward achieving your goals in the future is people—people with the right attitudes and mindset to benefit the most from using the new tools and collaborative work processes.
  • Acknowledgments
  • Introduction: Rethinking Our Work Processes, Roles, and Identities
    • Figure G Collaboration: one person writes the plug-in, another compiles the source code, and a third writes the installer, resulting in a generative design curtain panel with a divided surface.
    • Looking Ahead
    • A Focus on People
      • Figure H The case for BIM is incomplete without the people case.
    • Human-Centered BIM
      • Figure I Three drivers of change factor into the industry's implementation of BIM.
    • Social Implications of BIM for Firm Culture
    • Dealing with Change in an Environment of Change
      • Figure J Your success and progress with BIM occurs where the three drivers of change overlap.
    • The Situation Today
    • About the Book
    • Research Methodology
    • How To Use This Book
      • Chapter 1—What You Adopt When Adopting BIM
      • Chapter 2—The Social Implications of Implementing BIM
      • Chapter 3—Working with Others in BIM
      • Chapter 4—Who Works in BIM and Who Doesn't
      • Chapter 5—BIM and Integrated Design
      • Chapter 6—Leading from the Model
      • Chapter 7—Learning BIM and Integrated Design
    • Do You Have What It Takes?
    • Notes
• part I BIM As Though People Mattered
  • BIM As Though People Mattered
  • chapter 1 What You Adopt When Adopting BIM
    • Figure 1.1 Whether the project is a wall sconce or a city hall, the workflow that results from working in BIM is as fascinating as the imagery and as vital to its success.
    • Figure 1.2 CAD versus BIM adoption chart. BIM has been adopted twice as quickly as CAD.
    • Bogged Down in Detail
      • Figure 1.3 Adopting BIM without a plan can be like taking a trip unaware of all the baggage that can slow you down.
      • Owning the Process
        • Figure 1.4 BIM as process: Where on the path are you? How far will you take it?
        • Figure 1.5 Where are you—and your organization—on the BIM adoption continuum?
        • Four Rules from the Start
      • Tradition and the New Technology
        • Figure 1.6 No longer drafting, today we model. BIM changes everything.
        • Figure 1.7 BIM impacts and changes all levels, from the individual to the industry.
        • Managing Change and Transition
    • BIM as Though People Mattered
      • The Missing Human Factor
        • Figure 1.8 You, your team, and your organization continuously revolve around the BIM experience.
        • Human Factors in BIM and Integrated Design
      • Adopt First, Then Implement
        • Figure 1.9 The speed and ease of BIM adoption is dependent on approach and attitudes.
        • Figure 1.10 The most widely cited challenges to a smooth, firm-wide BIM adoption.
      • BIM Adoption in Context
    • Mistaken Beliefs Surrounding BIM
      • Five Misconceptions Regarding BIM
      • Figure 1.11 Make it your goal to separate BIM facts from BIM fiction by learning to recognize the hype and myths.
      • BIM Myths
    • Social Benefits of Adopting BIM
      • Who Benefits?
        • Figure 1.12 Sake diagram: reasons for working in BIM.
      • Why Co-Benefits?
      • The Co-Benefit Statement
      • Sociological Benefits of BIM
        • BIM's Qualitative Benefits
          • Table 1.1 The Benefits, Social Benefits, and Implications of Adopting BIM
          • Figure 1.13 Irrespective of whether the benefits are quantitative or qualitative, we need to manage our working relationships to accomplish our BIM goals.
    • Challenges and Obstacles to a Comprehensive and Effective BIM Adoption
      • BIM and Its Discontents
      • First Comes the Mindset, Next the Collaboration
        • Barriers to BIM Adoption
      • Reasons to Delay Adopting BIM
      • Recognizing Challenges to BIM Adoption
        • Decision-Intensive Software
        • Speed of Adoption
          • What Is BIM?
        • Time Invested in Legacy Software
        • Concerns about Liability
        • Learning Curve
          • Figure 1.14 Twelve obstacles to successful adoption of and collaboration in BIM and integrated design.
      • Investment in Training
      • Implementing Change in an Existing System
      • Knowledge of Construction
      • A Work in Progress
      • Whom to Trust?
      • Managing: Information, Technology, and Staff
      • Managing Expectations
        • Table 1.2 BIM Adoption: Challenges and Outcomes
        • Communication: Challenges and Opportunities
          • What's Holding You Back?
        • In Conclusion
      • Strategies for BIM Adoption
        • Figure 1.15 The leading edge: “There has to be a willingness to jump off and try something new.”—Phil Bernstein, FAIA.
    • Notes
  • chapter 2 The Social Implications of Implementing BIM
    • Figure 2.1 Revit- and Excel-based model generation. Use it to talk back and forth between analysis platforms for more performance-driven geometry.
    • Strategic Implementation of Work Processes
      • Figure 2.2 Too often professionals seek a more linear process of cause and effect. Ideally, technology brings about change in practice, which, in turn, brings about change in technology.
      • The Human Element
        • Figure 2.3 You are the foundation on which everything is determined. It all begins with you.
      • Agile Implementation: How Implementation Can Fail in Organizations
      • Put Your Pencils Down
        • Figure 2.4 You build on what has come before and what others have contributed.
        • How One Interacts with the Model
    • How to Overcome Barriers to Successful BIM Implementation
      • On Implementing BIM
      • The Act of Implementation
        • Figure 2.5 BIM has been built upon a strong foundation of earlier technologies and methods.
    • Social Implications of BIM Implementation
      • Implementation as a Social Act
        • Figure 2.6 BIM balancing act.
      • Documentation Reduction's Impact on Design Team
      • We've Implemented—Now What?
        • Figure 2.7 BIM biases.
        • Moving to BIM: Five Common Concerns
    • Working toward BIM Implementation
      • BIM in Stages
        • Ten Steps to BIM Implementation
        • Figure 2.8 The drawing/modeling continuum.
      • Implementation Recommendations and Opportunities
        • Office Standards
        • Level of Detail
        • Leave the Past Behind
        • Conduct a Self-Assessment
          • BIM Self-Assessment
        • Have a Plan
        • Assess Your Team's Progress
        • Train Your Staff
          • Figure 2.9 The greatest progress with BIM occurs at the confluence of multiple forces and inputs.
          • Training Tutorials versus Pilot Projects
          • After Training, Practice
          • Coaching
          • BIM Training Resources
          • Select the Right People
    • Challenges and Opportunities while Implementing BIM
      • Figure 2.10 Multiple forces potentially impact the successful outcome of a BIM implementation.
      • Increased Hardware Requirements
      • Expectation Management
      • More People to Manage, Sooner
      • The Question of Identity
        • Figure 2.11 Comics seek to humanize the often hard edges of virtual construction technology... or sell more seats?
      • Impact on Others
      • Impact on Schedule
      • Reduced Productivity Due to Technology Training
      • Opportunities for Increased Communication
        • Case Study Interview: Paul Durand, AIA, and Allison Scott, Winter Street Architects
          • Figure 2.12 BIM model isometric cutoff of interior configuration of adaptive reuse, CLUMEQ Data Center.
          • Figure 2.13 BIM model of two level interior configuration of adaptive reuse CLUMEQ Data Center.
          • Figure 2.14 CLUMEQ Data Center existing exterior conditions.
          • Figure 2.15 CLUMEQ Data Center site visit during construction.
          • Figure 2.16 Maloney Lab Expansion, 3D axonometric view of classroom and lab.
          • Figure 2.17 Maloney Lab Expansion, rendered 3D axonometric view.
          • Figure 2.18 Maloney Lab Expansion, perspective view.
          • Figure 2.19 Maloney Lab Expansion, rendered perspective view with lighting effects.
          • Figure 2.20 Maloney Lab Expansion, wireframe perspective.
          • Figure 2.21 Maloney Lab Expansion, rendered perspective.
        • Case Study Interview with Aaron Greven, BIM Consultant
          • Figure 2.22 Needham Public Services Administration Building (PSAB) site plan. This 21,000-sq.-ft. office building is nestled into a grove of pine trees alongside the Needham reservoir, a response to ecological constraints, setbacks, and its relationship to the adjacent Water Building.
          • Figure 2.23 Needham PSAB first floor plan.
          • Figure 2.24 Needham PSAB perspective—early concept.
          • Figure 2.25 Needham PSAB perspective—added detail.
          • Figure 2.26 Needham PSAB entry perspective—rendering (top) and during construction (bottom).
          • Figure 2.27 Needham PSAB completed project.
          • Figure 2.28 Portsmouth Fire Department Station 2, completed project.
          • Figure 2.29 Portsmouth Fire Department Station 2, site model.
          • Figure 2.30 Portsmouth Fire Department Station 2, building envelope model.
          • Figure 2.31 Portsmouth Fire Department Station 2, building envelope model with doors and windows.
          • Figure 2.32 Portsmouth Fire Department Station 2, structural model.
          • Figure 2.33 Portsmouth Fire Department Station 2, model with interior walls.
          • Figure 2.34 Portsmouth Fire Department Station 2, model with ceiling and lights.
          • Figure 2.35 Portsmouth Fire Department Station 2, furniture model.
          • Figure 2.36 Portsmouth Fire Department Station 2, mechanical model.
          • Figure 2.37 Portsmouth Fire Department Station 2, plumbing model.
          • Figure 2.38 Portsmouth Fire Department Station 2 building model with envelope and roof.
    • Notes
  • chapter 3 Who Works in BIM and Who Doesn't
    • BIM Roles and Responsibilities
      • Figure 3.1 Curtain panel–based form inspired by looking at sea barnacles.
      • Who Works in the BIM Program and Who Doesn't?
        • Figure 3.2 From 2D to 3D redline task: perhaps the clearest statement about the difference between working in CAD and in BIM.
        • Figure 3.3 Complexity: the vast array of players typically involved in construction projects today.
      • Job Titles and Descriptions in the Age of BIM
        • IT Manager versus CAD Manager versus BIM Manager
          • Figure 3.4 The unspoken hierarchy of BIM-related roles and titles.
          • Am I a CAD Manager or a BIM Manager?
        • BIM Modeler (Model Manager) Roles and Responsibilities
        • Job Description of the BIM Model Manager
          • Figure 3.5 Collocating as part of the integrated design process.
        • The BIM Manager
          • The BIM manager
          • Figure 3.6 Sometimes collocating entire integrated teams benefits the project.
      • BIM Manager: Roles and Responsibilities
        • Other Roles: BIM Champion
          • Case Study Interview with Jack Hungerford, PhD
            • Figure 3.7 BIM, like architecture and construction, is a product of competing cultures.
            • Figure 3.8 Ideally, BIM occurs at the sweet spot of its overlapping cultures.
            • Figure 3.9 Mastering both the technology and the process ought to be every project participant's goal.
            • Figure 3.10 The one thing all design professionals produce is change. Today, they do so in the midst of unprecedented and enormous industry transformation.
            • Figure 3.11 A question of identity: Where is the architect?
            • Figure 3.12 The role of senior management in the BIM environment. How best to use one's middle and latter years beyond project work? It is best for midcareer professionals to see themselves as constantly reemerging.
            • Figure 3.13 Firm transformation brought about by BIM.
            • Figure 3.14 Business and technology as catalysts for change within the organization.
          • Case Study Interview with Kristine K. Fallon, FAIA, Kristine Fallon Associates
            • Figure 3.15 Construction Productivity Index.
            • Figure 3.16 Owner/Constructor/Designer Productivity Index.
            • Figure 3.17 Owner/Constructor/Designer Productivity Index.
            • Figure 3.18 Owners’ expectations; designers’ and constructors’ response.
            • Figure 3.19 Time/satisfaction chart: owners’ expectations; designers’ and constructors’ response.
            • Figure 3.20 A series of Band-Aids with each successive recession.
            • Figure 3.21 An end to Band-Aid solutions for the construction industry?
            • Figure 3.22 BIM bridges the ever-widening gap.
            • Figure 3.23 Together, BIM and integrated design can lead to increased productivity for design and construction.
    • Notes
• part II Leading Integrated Design
  • Leading Integrated Design
  • chapter 4 Working With Others In BIM
    • Figure 4.1 An architectural designer turns snippets of unintelligible code into a button to push and watch wonderful things happen.
    • Working Alone in BIM
      • Figure 4.2 The BIM collaboration continuum picks up after BIM adoption leaves off.
    • Working with Others in BIM
      • Collaboration
        • Figure 4.3 Collaboration, as a reliable skill set and tool, results from the development of multiple personal attributes.
      • Obstacles to Successful Collaboration
        • Interoperability
          • Figure 4.4 Practice and conviction will help you make the leap from visualization to coordination, and later to sustainability, fabrication, and operations. Having a plan in place will help to bridge the gap.
        • Workflow
          • Figure 4.5 The collaboration cycle revolves around the BIM model and how we interact with it.*
        • Firm Culture
          • Figure 4.6 Five ways to interact with and transform the BIM model.
        • Individuality and the Mistaken Promise of Autonomy
        • Education
        • Technological Challenges
          • Figure 4.7 Shifts required for a move toward more collaborative integrated design teams.
        • Working in Teams
          • Figure 4.8 BIM model exchange process by project phase.
          • Figure 4.9 Illustration of social complexity. Organogram illustrates the ambiguity of the boundary between the client and the construction team that had been allowed to emerge in a project. Diagram produced by observing patterns of documented communication (email) between the construction team and client representatives.
        • Communication
        • Trust
          • Figure 4.10 As your career progresses, technology becomes less important, while people issues become more important.
      • Etiquette
      • One Model/Many Models
      • Cost
      • Responsibility, Insurance, and Liability
      • Strategies: Making Collaboration Work
        • Figure 4.11 Assessing an acceptable level of risk for yourself and your organization.
        • Case Study Interview with Rich Nitzsche, CIO, Perkins + Will
          • Figure 4.12 Analysis tools—Ecotect glazing study.
          • Figure 4.13 Analysis tools—Ecotect lighting study.
          • Figure 4.14 Exterior photo of the University of Minnesota medical biosciences building.
          • Figure 4.15 Exterior rendering—U.S. Coast Guard headquarters.
          • Figure 4.16 Interior atrium section study—DAR headquarters.
          • Figure 4.17 Interior Atrium section study rendering—DAR headquarters.
          • Figure 4.18 Interior rendering, University of North Carolina School of Medicine imaging research building.
    • Notes
  • chapter 5 BIM and Integrated Design
    • Figure 5.1 Results from the use of a blender in a non-industry-standard workflow, imported into Revit to make quantifiable.
    • BIM and Integrated Design
      • Figure 5.2 Toward a more complete integration.
      • BIM the Enabler
        • BIM-Enabled Integrated Design
      • Defining Integrated Design
        • Figure 5.3 Phases of traditional project delivery renamed in integrated design.
      • Crowdsourcing Design and Construction
      • Integrated Design as a Delivery Method
        • Phases of the Integrated Design Process
      • What Drives Integrated Design?
        • Figure 5.4 Integrated design occurs at the intersection of BIM, IPD, and sustainability.
        • Challenges to Practice: Drivers for IPD
      • Prerequisites for Integrated Design
    • Tenets of Integrated Design
      • Breaking Integrated Design Down to Its Constituent Parts
        • Figure 5.5 Moving toward a project team workflow—one that supports collaboration in BIM and integrated design.
      • Expected Results from Integrated Design
        • Goals of Integrated Design
      • Overcoming Impediments to Integrated Design
        • Figure 5.6 BIM changes how data is shared. Integrated design changes when data is processed.
        • Integrated Design and Systems Thinking
      • BIM and Integrated Design FAQs
        • Case Study Interview with Andy Stapleton and Peter Rumpf, Mortenson Construction
          • Figure 5.7 What stands in the way of moving your practice from BIM to integrated design?
          • Figure 5.8 In terms of owners’ expectations, all pieces of the puzzle are expected to be in place.
          • Figure 5.9 Climbing the BIM ladder. How can you make the model work for you on multiple levels?
          • Figure 5.10 Progress in BIM and integrated design can be seen as a succession of sigmoid curves.
          • Figure 5.11 Successive sigmoid curves. The secret to continual growth is to start on a new curve before the current curve comes to an end. How do you know when an inflection point occurs?
        • Case Study Interview with Jonathan Cohen, FAIA, Architect and Author
          • Figure 5.12 “Advanced collaboration rooms”—rooms within their many offices dedicated for use of collaboration technologies—allow HOK employees to bring their best creative minds together.
          • Figure 5.13 HOK's collaboration tools are used for training sessions and coordination meetings, and to help hundreds of employees around the world collaborate on design.
          • Figure 5.14 Videoconferencing helps keep multiple offices connected and remotely located employees stay in touch, and helps to cut travel time, expenses, and carbon emissions.
    • Notes
• part III Leading and Learning
  • Leading and Learning
  • chapter 6 Leading from the Model
    • Figure 6.1 BIM provides architects with an opportunity to remain at the leading edge of practice.
    • BIM and the Return of the Master Builder
      • Enter the Master Builder
        • Figure 6.2 The ideal T-shaped teammate has equal wingspan and depth.
      • Architect as Virtual Master Builder, Leader of the Design Process
        • Excerpts from an Open Letter Written by Kimon Onuma
      • Arguments for the Return of the Master Builder
        • More Complete Architects
          • Figure 6.3 The T-shaped teammate: the ideal colleague working in BIM and integrated design has both the deep skills of a do-it-yourselfer (DIY) and the broad reach of someone who can work side by side (SxS) with others.
        • More of a Leadership Role
        • Architect as Virtual Master Builder
        • Constructor as Master Builder: Architect-led Design-Build
          • Figure 6.4 The T-shaped teammate has a variety of skill sets and resources in his or her arsenal.
      • Arguments against the Architect as Master Builder
        • The Digital Master Builder
        • Figure 6.5 For those who remember constructing and drawing perspectives by hand, it's your lucky century.
        • The Case for Complexity
          • Figure 6.6 Bird's-eye view of structural model from north.
      • Argument for the Composite Master Builder, or Master Builder Team
        • Figure 6.7 3D perspective from Level 04 looking northwest.
        • Figure 6.8 Exterior view of BIM model from north at 85% Construction Documents.
        • Figure 6.9 Interior view from Garden of Contemplation looking north.
        • Case Study Interview with Bradley Beck, Architect and BIM Manager
          • Figure 6.10 Exterior view of BIM model from east at 30% CD.
          • Figure 6.11 Exterior view of BIM model from north at 30% CD.
          • Figure 6.12 Exterior view of BIM model from west at 30% CD.
          • Figure 6.13 Site plan at 85% CD.
          • Figure 6.14 Exterior view of BIM model from east at 85% CD.
          • Figure 6.15 Exterior view of BIM model from north at 85% CD.
          • Figure 6.16 3D perspective view of main entry.
          • Figure 6.17 3D perspective of exterior curtain wall at Level 04.
          • Figure 6.18 Rendered view of Level 01 plan with shadows.
          • Figure 6.19 Axonometric section box taken at Level 02 mezzanine.
          • Figure 6.20 Axonometric section box of Level 02 at end of DD.
          • Figure 6.21 Axonometric section box of Great Hall at end of DD.
          • Figure 6.22 Axonometric section box of Garden of Contemplation, with garden slab hidden.
          • Figure 6.23 Axonometric section box of Garden of Contemplation, with garden slab hidden—structure only.
          • Figure 6.24 DD model comparing massing model to BIM at end of DD.
          • Figure 6.25 Axonometric section box taken to match rendered building section.
          • Figure 6.26 Axonometric section box taken through Hall of Hope.
          • Figure 6.27 Overall rendered building section at 30% CD.
          • Figure 6.28 3D Axonometric of Hall of Hope showing only ramps and wedge walls at end of DD.
          • Figure 6.29 3D perspective view of Hall of Hope, showing only ramps and structure at end of DD.
          • Figure 6.30 Coordination of wide flange beam and architectural finishes.
          • Figure 6.31 Axonometric section box of main entry for coordination of curtain wall and exterior finishes.
          • Figure 6.32 Worm's-eye view of architectural coordination in Great Hall.
          • Figure 6.33 Worm's-eye view of structural coordination in Great Hall.
          • Figure 6.34 Worm's-eye view of mechanical coordination in Great Hall.
        • Case Study Interview with Charles Hardy, director, Office of Project Delivery at U.S. General Services Administration (GSA) Public Buildings Service National Capital Region
          • Figure 6.35 Thirty percent of projects do not make schedule or budget.
          • Figure 6.36 Thirty-seven percent of materials used in the construction industry become waste.
          • Figure 6.37 Thirty-eight percent of carbon emissions in the United States are from buildings, not cars.
          • Figure 6.38 Ninety-two percent of project owners said that architects’ drawings are typically not sufficient for construction.
    • Notes
  • chapter 7 Learning BIM and Integrated Design
    • Figure 7.1 One hundred percent BIM.
    • Impacts of BIM Education and Training
      • BIM Learning and Unlearning
        • Figure 7.2 Motives, competitive advantages, and benefits for working in BIM and integrated design. How many are you capturing? How many can you claim?
      • BIM Training
        • Training Decay
          • Figure 7.3 Mutual mentoring diagram.
        • Field Experience versus Mentoring
          • Figure 7.4 Mutual mentoring: as one mentors up and the other mentors down, there is an evening-out—a flattening of any perceived or actual hierarchy.
      • Two Approaches to Learning BIM
        • Mentoring Up and Down
        • The Side-by-Side Approach
        • The DIY Approach
          • Figure 7.5 Mutual mentoring and pair programming both involve a driver and navigator working side by side (SxS.)
        • Process Training
      • Training and Education in Integrated Design
        • Case Study Interview with Yanni Loukissas, PhD, postdoctoral associate, Massachusetts Institute of Technology
          • Figure 7.6 Millwork—individual component and composite—ceiling boomerang element, image of the component and hexagon pattern. When assembled, the repeating ceiling shape creates an undulating convex–concave form.
          • Figure 7.7 Forming the 3D ceiling component: a generic model family created using a solid extrusion and void revolve to create the concave shape.
          • Figure 7.8 Millwork design process. The challenges were how to begin modeling the component, what template to start off with, and how to break down the entire assembly into a kit of parts. Views can be toggled back and forth to view the curtain panel pattern family and massing side by side. Revit Architecture Workflow.
          • Figure 7.9 Millwork element properties dialog box. Since the ceiling components undulate, the surfaces have to overlap. Revit Architecture Workflow.
          • Figure 7.10 3D millwork ceiling panel studies. The overall design intent is understood. Revit Architecture Workflow.
          • Figure 7.11 From digital fabrication of ceiling millwork components to fabrication shop floor.
        • Case Study Interview with Phil Bernstein, FAIA, vice president, Autodesk
          • Figure 7.12 Sign reads from highway: “First IPD Project in New England.” Autodesk AEC headquarters (Trapelo), Waltham, MA.
          • Figure 7.13 Team mantra.
          • Figure 7.14 Management team structure—and how decisions are determined.
          • Figure 7.15 Trapelo existing conditions. Laser scan of building interior.
          • Figure 7.16 Design and construction collaboration.
          • Figure 7.17 Digital field layout of interior partitions.
          • Figure 7.18 Construction process coordination.
          • Figure 7.19 Digital fabrication of ductwork.
          • Figure 7.20 Photo of ceiling pipe condition.
          • Figure 7.21 Photo of how modeled and coordinated ceiling pipe condition accommodates duct.
          • Figure 7.22 Design process—initial ideas.
          • Figure 7.23 Trapelo interior millwork at atrium.
          • Figure 7.24 Trapelo interior millwork closeup.
          • Figure 7.25 Trapelo atrium and gallery.
    • Notes
• Back Matter
  • Epilogue
    • Conclusion: Accelerate Adoption When Early Adoption Is No Longer an Option
  • Index

  UM RAFBÆKUR Á HEIMKAUP.IS

  Bókahillan þín er þitt svæði og þar eru bækurnar þínar geymdar. Þú kemst í bókahilluna þína hvar og hvenær sem er í tölvu eða snjalltæki. Einfalt og þægilegt!
  
  Rafbók til eignar
  Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt.
  
  Þú kemst í bækurnar hvar sem er
  Þú getur nálgast allar raf(skóla)bækurnar þínar á einu augabragði, hvar og hvenær sem er í bókahillunni þinni. Engin taska, enginn kyndill og ekkert vesen (hvað þá yfirvigt).
  
  Auðvelt að fletta og leita
  Þú getur flakkað milli síðna og kafla eins og þér hentar best og farið beint í ákveðna kafla úr efnisyfirlitinu. Í leitinni finnur þú orð, kafla eða síður í einum smelli.
  
  Glósur og yfirstrikanir
  Þú getur auðkennt textabrot með mismunandi litum og skrifað glósur að vild í rafbókina. Þú getur jafnvel séð glósur og yfirstrikanir hjá bekkjarsystkinum og kennara ef þeir leyfa það. Allt á einum stað.
  
  Hvað viltu sjá? / Þú ræður hvernig síðan lítur út
  Þú lagar síðuna að þínum þörfum. Stækkaðu eða minnkaðu myndir og texta með multi-level zoom til að sjá síðuna eins og þér hentar best í þínu námi.
  
  
  
  Fleiri góðir kostir
  - Þú getur prentað síður úr bókinni (innan þeirra marka sem útgefandinn setur)
  - Möguleiki á tengingu við annað stafrænt og gagnvirkt efni, svo sem myndbönd eða spurningar úr efninu
  - Auðvelt að afrita og líma efni/texta fyrir t.d. heimaverkefni eða ritgerðir
  - Styður tækni sem hjálpar nemendum með sjón- eða heyrnarskerðingu