AIA 2009 BIM AWARDS. Category B: Design/Delivery Process Innovation Using BIM

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1 Introduction AIA 2009 BIM AWARDS Category B: Design/Delivery Process Innovation Using BIM Project: UNIVERSITY OF COLORADO - DENVER HEALTH SCIENCE CENTER RESEARCH COMPLEX II Owner s Statement Architect s Statement Contractor s Statement Effective Project Team Coordination The ReadClash Story Better Planning with 4D Simulation Design and Construction Team VDC Coordination Assembly Instructions for Construction - Steel Assembly Instructions for Construction - Concrete 3D Coordination of MEP and Fire Protection Owner Integration Project Summary

2 INTRODUCTION Virtual Design and Construction (VDC): A collaborative process incorporating both design and construction input through the use of Building Information Models (BIM), CPM schedules and cost estimates to create a virtual building prototype prior to construction. The University of Colorado-Denver Health Sciences Center (UCDHSC) Research Complex 2 (RC2) project is an 11 story, 540,000 square-foot biomedical research facility located in Aurora, Colorado on the UCDHSC Anschutz Medical Campus. RC2 is the second biomedical research building on the campus following RC1, built on an adjacent site a few years earlier by a different general contractor and designed by the same architectural firm. The RC2 project provided a rare opportunity to compare the use of VDC processes on a new building to a very similar project built without substantial use of these technologies. The proposed use of VDC technology and processes on RC2 was a key factor in the owner s selection for the project team. The project team s goals for the use of BIM and VDC on RC2 were to improve our customer experience, enhance productivity, optimize the project schedule, and to provide effective collaboration among the project team members from the start of design through construction. The VDC processes that allowed the construction team to achieve these goals were Integrated Work Planning for concrete placement, 4D Visualization, and 3D MEP Coordination. The design team leveraged BIM on the RC2 project to enhance the design process and the models were shared as part of the process. The use of BIM and VDC then continued during the project with the generation of assembly instruction models to facilitate construction.

3 OWNER S STATEMENT The University of Colorado Denver Research 2 project at the Anschutz Medical Campus has been a pleasure and one of the most successful projects we ve had. The CM/GC, the architect and the University worked as a well integrated team to deliver the project. Delivering state-of-the art research programs is a process reflective of conducting the research itself; rapidly evolving, financially challenging, emotionally rewarding. The process is involved and involving, given a community which is naturally inquisitive and tirelessly consent driven; there is little to the process that isn t under scrutiny. Success in this environment requires experience as well as calm, professional conduct. And foremost, an ever-present focus on the needs of the client and program. It s a process that demands self-less execution. The CM/GC s willingness and drive to embrace new computer technologies for coordination and scheduling places them ahead of other general contractors. Their commitment and foresight in requiring the subcontracting trades to also work with the same new technologies is a benefit to both the project and to the construction industry in general. We feel that the general contractor has measured up to the demands placed upon them by our culture and our needs, let alone the external challenges brought on by market dynamics. We absolutely couldn t be more pleased with your leading of the construction services team for Research Complex 2.

4 ARCHITECT S STATEMENT RC1 was a successful project by all conventional standards -- on schedule, on budget, full program achieved, happy users and client. RC2 went beyond successful into the realm of outstanding. One factor contributing to the difference was that the programmatic similarity between the two projects allowed the first to serve as a mock-up for the second. The team had the opportunity to interview the RC1 users at all levels to fine tune the concept, program and construction. A second, perhaps more important factor related to the use of 3D modeling throughout the process on RC2. The full design team modeled RC2 starting early in the design process. The model was used by the contractor as soon as they were on board for early project cost and schedule analyses. Collision detection was done by the design team initially on small repetitive portions of the project, then on larger zones and floors, and finally on the entire project. As the fast track project progressed, bid documents were issued in 2D but the 3D design model accompanied each bid package. The contractor and the primary subs made the model their own and with each succeeding document issue, they used the design team s updated model to update their own. Multiple coordination sessions were held between the design team member disciplines and the construction subs, each time using the 3D model as the primary tool for understanding and resolving issues. The most complex portion of the project was the interstitial mechanical level above a subterranean vivarium. The contractor expanded the design model to include every trade and every service element. Meetings between the design and construction team often included members of the client s facilities group to assure access and maintenance issues were suitably addressed. The positive impacts of the 3D modeling were many. Previously unforeseen problems occurred in the model and on the viewing screen rather than in physical conflicts. The overall project construction schedule was substantially foreshortened because of minimized conflicts, shared data, and the ability to study sequence issues in the model. And a true sense of collaboration was developed between all participants -- design team members, contractor and subs, client and ultimate users, and the facilities personnel who actually operate and maintain the project. RC2 went beyond successful into the realm of outstanding.

5 CONTRACTOR S STATEMENT Research Complex II is one of those great projects where not only did the project execute successfully with a happy customer, early completion, under budget, high quality, and a very strong safety record, but the team enjoyed the project from start to finish. This overwhelming success was the result of strong collaboration of the team from the day of our award to the start of research in the completed building. We were selected as the CM/GC under a competitive fee and qualifications process in the summer of 2003 where we committed to utilize our building expertise coupled with our recent BIM/VDC experience on a number of other high profile projects. With construction not planned to start until late 2005 and the acknowledged complexity of the $200 million project, the entire team was committed to research tools that would lead to dramatic process improvement. After developing BIM/VDC processes in 1997, our company was and is committed to pushing our projects to advance the use of innovative tools to improve project outcomes and deliver better projects for our customers. The team took this goal to heart and implemented a collaborative model based process from the start of preconstruction. Because this commitment was made in 2003, some of the BIM tools utilized by the team were truly pushing the capabilities of the available technology and are less sophisticated than the tools we use today. What stands out from this project is the process change that occurred within all of the team members and the measured results that the project experienced. Everyone involved with the Research Complex II project is extremely proud of our accomplishments and have used all of the lessons learned to enhance our projects today. What does stand out out from this this project is is the the process process change change that that occurred occurred within within all of the all of team the members team members and the and measured the measured results results that the project experienced.

6 Effective Project Team Coordination One of the leading factors in the success of the RC2 project was that all team members came to the table clearly understanding that if the project was to be successful, early participation and coordination with all design team members was essential. During the early stages of Design Development, all members of the design team were brought together and the team quickly agreed on a language that the electronic design files would speak. Common layering strategies, coordinated base points, and an open model sharing philosophy were determined to be critical for proper collision detection and reporting. ARCHITECT Autodesk ADT 2006 NavisWorks v5 Design Model d Manager M age OWNER CM C / GC Autodesk ADT 2006 NavisWorks v5 Construction t u Model Manager M age The architect managed the consultants in the creation of the BIM and acted as the design model manager. The architect s model provided exterior skin and interior architecture 3D information The consultants models provided 3D design information for their respective disciplines The architect performed early 3D coordination using Navis- Works JetStream The design models provided the design intent information that was then transferred to the construction team DESIGN TEAM RENDERING MEP STRUCTURAL ENGINEERS ENGINEERS Autodesk ABS 2006 RAMCAD /ADT 2006 STRUCTURAL DESIGN MODEL GC - CONCRETE STEEL SELF PERFROM SUBCONTRACTOR ADT 2006 CIS/2 & TEKLA MECHANICAL ELECTRICAL SUBCONTRACTOR SUBCONTRACTOR ABS 2006 / CADDUT ABS 2006 FIRE PROTECTION SUBCONTRACTOR ABS 2006 ARCHITECTURAL DESIGN MODEL MEP DESIGN MODEL

7 The ReadClash Storyy The general contractor s experience with BIM on previous projects, specifically the use of NavisWorks JetStream during 3D MEP Coordination, encouraged the design team to implement the software as part of their coordination workflow. JetStream allowed the model manager to combine models from all disciplines and find collisions between the various systems, which might otherwise have gone unnoticed using traditional coordination methods. The need to better visualize the data produced by JetStream was identified. Collaboration between the architect and general contractor resulted in the commissioning of new proprietary software called ReadClash. ReadClash permitted the conflict issues found using NavisWorks JetStream to be easily located within the AutoCAD environment, the native design software used by all disciplines on the project. This allowed even non-technical team members to work with the entire team in coordinating the complex Mechanical and Structural systems. ReadClash was used for early design coordination between the structural and MEP engineers. During the pre-construction and construction phases, the use of ReadClash became standard process for conflict and resolution tracking for the contractor. CLICK ON IMAGE ABOVE TO VIEW READCLASH ANIMATION

8 Better Planning with 4D Simulation The general contractor used a multi-tiered approach to scheduling, which involved studying installation scenarios, communicating the results to the subcontractors, and tracking material procurement and delivery. 4D visualization, created by linking a 3D model with a CPM schedule, enabled the construction team to actively participate and provide instantaneous feedback on the schedule throughout the life of project. The 4D process was led by a construction team project scheduler using NavisWorks Timeliner software. The 4D visualization was used in pre-planning coordination meetings to avoid field conflicts between subcontractors scheduled to work in adjacent areas. The 4D process tracked the installation of critical systems required for the on-schedule completion of the building, including structural, building enclosure, and interior construction. With the early integration of the construction team in the 4D process, the project was able to benefit from the accurate placement of concrete and structural systems, which mitigated the opportunities for re-work. The successful use of BIM as a planning tool allowed the construction team to increase productivity, enhance communication amongst the project team and deliver RC2 two months earlier than originally planned. CLICK ON IMAGE ABOVE TO VIEW 4D ANIMATION

9 Design and Construction Team VDC Coordination Early selection of the general contractor permitted it to engagement of a design-assist role early in the project. In addition to its standard portfolio of pre-construction, estimating and constructability review services other projects which were under construction by the general contractor, provided invaluable lessons learned. These experiences were conveyed to the design team and subcontractors, and remote site visits were arranged to assist in the development of a protocol for the use of BIM on the project The contractor leveraged its pre-construction experience and provided direct feedback to the design team based on discoveries that its virtual coordination process uncovered. This level of early engagement increased the number of pre-construction and constructability questions (and subsequent solutions) well in advance of the actual construction activities. The resulting number of construction-phase Requests For Information (RFI) was significantly lower when compared to the RC1 project Pre-coordination Post-coordination

10 Assembly Instructions for Construction - Steel 1 2 The design team BIM was delivered to the contractor at the end of the design phase and the contractor became the steward of the new construction BIM. The general contractor and subcontractors added constructability information and a greater level of detail to this means and methods model. Sets of 2D shop drawings or assembly instructions for various phases and disciplines of construction were ultimately derived from the construction BIM. 3 STEEL DESIGN AND FABRICATION: The structural steel analysis model from the engineer was exported and used by the steel detailer/fabricator. A 3D model was exported from the steel fabrication model to integrate with other construction models for virtual coordination. The fabrication model was then used to develop structural steel shop drawings. The structural steel was fabricated off-site and delivered per the project steel erection schedule. 4

11 Assembly Instructions for Construction - Concrete 1 2 GENERAL CONTRACTOR SELF-PERFORMED CONCRETE WORK: The process began with a base 3D building model and added layers of information (i.e. structural steel, embeds, MEP sleeves and other design considerations). The construction team used a quality control method to review the data with all related disciplines. The composite 3D model was distilled and translated into an installation drawing for use by the concrete crew. The information provided is an accurate, single-source set of instructions and eliminates the risk of using incomplete or uncoordinated drawings. The IWP process on RC2 contributed to a 74% reduction in RFI s during earthwork and foundation installation when compared to the RC1 project. 4 3 The 3D process was instrumental in identifying coordination conflicts prior to work proceeding in the field. This guaranteed the plan to be accurate and the work uninterrupted, allowing the field to have very predictable safety, quality and schedule -Contractor Superintendent 5

12 3D Coordination of MEP and Fire Protection The general contractor led the virtual MEP coordination process by compiling a composite 3D model of the various MEP systems prior to fabrication and installation. The contractor also added important structural and architectural elements to the model to increase its accuracy and usability for construction coordination. By serving as the model manager and integrator, the general contractor was able to facilitate solutions to model clashes between trades that were in the best interest of the project. RFI s were submitted with 2D/3D media attachments derived from the BIM, providing quick and exact explanations of the issues. Combined with a proposed solution, proven through 3D modeling, the RFI response time of the design team was reduced and trial-and-error in the field all but eliminated. A further result was increased pride in the work by the subcontractors, who were included in the resolution process. The ReadClash and NavisWorks JetStream applications allowed each subcontractor to use their native AutoCAD plug-in software to generate accurate, coordinated 3D MEP models. The models could then be carried downstream to their CNC fabrication machinery to prefabricate their systems. The high degree of fabrication accuracy resulted in a simplified, error-free installation. As a result of the VDC processes implemented on RC2, the electrical subcontractor had the least amount of re-work they ever observed in the field. The mechanical subcontractor estimated a 50% reduction in labor and 50% reduction in schedule from the use of VDC. Building as modeled Building as modeled Building as constructed Building as constructed Building as modeled Building as constructed

13 Owner Integration The owner s facilities team was engaged throughout the 3D MEP coordination process. Their involvement helped to ensure that all MEPFP system equipment would be easily accessible for future maintenance purposes. The initial coordination work resulted in the complete elimination of field changes related to improving or increasing access. This feat would have been virtually impossible without the collaboration of those involved and the technology to facilitate the process. The initial 3D MEP investigation of the Vivarium (animal research facility) level prompted the owner to request the generation of BIM-derived animation sequences of the mechanical areas. This process and presentation allowed for a better understanding of the complex mechanical room, and resulted in a redesign of the catwalk systems to accommodate the required servicing of equipment. CLICK ON IMAGE ABOVE TO VIEW THE VIVARIUM WALKTHROUGH AS PLANNED = AS BUILT

14 Project Summary The use of VDC by the project team resulted in an overall reduction of RFI s when compared to the RC1 project. The resulting reduction in RFI and change order administration costs offset the cost of BIM/VDC. The 4D simulation was a key component in visually communicating the aggressive CPM schedule. By leveraging VDC, particularly 4D Simulation, the construction team completed the RC2 project two months early; six months ahead of RC1! An independent research student from the University of Colorado found the following impact from the use of VDC: An increase in RFI s during preconstruction due to VDC review of design resulted in the reduction of construction RFI s by 74% during the foundation phase and by 47% during the steel erection phase. RC2 experienced a 37% reduction in coordination RFI s. RC2 experienced a 32% reduction in coordination change orders The mechanical subcontractor estimated a 50% reduction in labor and 50% reduction in schedule from the use of VDC. The construction model has continued to be used since the completion of the project. The owner engaged the contractor to assist in studying move/add/change requests by the building users. The construction BIM facilitated the investigation of how to programmatically change areas that were already constructed. The facilities management team received construction model CAD files representing 90% of the as-built conditions to use in their management of the facility. A NavisWorks model with hyperlinks to an Excel spreadsheet equipment list was also provided to the facilities management team. Virtual Design and Construction on the UCDHSC Research Complex 2 project achieved the team goals of enhancing productivity, optimizing the project schedule, providing effective collaboration, and improving the customer experience.