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ii

EXECUTIVESUMMARY

Building InformationModeling (BIM) involvesanewapproach toprojectdelivery that focusesondevelopingandusinganinformationrichmodelofafacilitytoimprovethedesign,constructionandoperation of a facility. Many projects have now successfully implemented BIM with significantbenefits,includingincreaseddesignquality,improvedfieldproductivity,costpredictability,reducedconflicts and changes, and reduced construction cost and duration to name a few. However,successful implementationofBIMrequiresdrasticchanges intheorganizationofworkthatcannotbe achieved without redefining work practices, which might explain the slow adoption rate,particularlyinCanada.

The mandate of this research project was to investigate BIM best practices for the Canadianindustrytobetterunderstandwhatisworkingandwhatmightbetheobstacles.Theresearchteamidentifiedsevenprojectsat regional,nationaland international levelsandanalyzed theseprojectsalong three dimensions: Technology, Organization and Process. It is our belief that successfulimplementationofBIMrequiresabalancebetweenthesethreedimensions. Wealso investigatedexisting BIM guidelines and standards to see how other countries are driving BIM adoption andmeasuringthereturnoninvestment.

Thefollowinghighlightssomeofthebestpracticesidentifiedalongthethreedimensions:

Technology

Owner:specifyclear,complete,andopenrequirements. Owner/ProjectTeam:determineuses/purposesofthemodel. Owner/ProjectTeam:determinethescopeofthemodelandthelevelofdetail

ofthemodelingeffortrequiredtosupporteachpurpose.

Organization

Owner: rethink the organizational structure/practices for managing itsconstructionprojectsandrealestateportfolio.

Owner/ProjectTeam:earlyinvolvementofallkeydisciplinesisessential. Owner:implementtheappropriateincentivestoenablecollaborativeBIM.

Process

Owner/supply chain: devise and agree on shared goals regarding what isexpectedtobeachieved.

Supplychain:deviseandagreeonaBIMexecutionplan. Supply chain: clearly define roles and responsibilities including handoffs

betweendisciplines.

ThisreportdemonstratesthatalthoughBIM isquitenew intheCanadian landscape,therealreadyexistsanabundanceof information(guidelinesandstandards)fromothercountries,whichwecanleveragetoadvanceBIMadoption inCanada. TheUK initiative, inparticular,providesanexcellentexampleof a thoughtful, deliberate andwellresourcedprocess that the government initiated toinvestigate the appropriate application of BIM for public projects, and to develop a longtermstrategyforhowtohelptheindustrymakethetransitiontothisnewwayofworking.

Our intentwith this reportwas to firstcapturetheessenceof these internationaleffortstomakesenseofanddocumenthowBIMischangingourindustry;andsecond,tomakeknowledgetangiblethrough the description of cases that outline some or many of these best practices while alsopresenting lessons learned. There are still major challenges ahead, particularly in terms ofprocurementandeducation.To reap the fullbenefitsofBIM,contractsencouragingcollaborationandpartnershipsuchasIntegratedProjectdelivery(IDP)shouldbeadopted.Propertrainingattheuniversityandprofessional levelshastobe initiated.BIMhastobebuiltaroundtrustandsharing.ThegovernmentofAlberta is leading theway inCanada in its initiativestosupport its industry in

iii

adoptingBIM, involvinguniversitiestoparticipate inthisprocess.Additionaleffortsareneededtodevelop a strategy for driving BIM adoption, continue to document emerging best practices inCanadian BIM projects, and to develop and formalize tools to help industry measure theirperformanceandmaturityinusingBIM.

iv

AUTHORSANDCONTRIBUTORS

ThisreportwasauthoredbyateamofresearchersattheUniversityofBritishColumbiaandcoledeTechnologieSuprieure.Principleauthorsinclude:SherylStaubFrench,PhD,PEngAssociateProfessorDepartmentofCivilEngineeringUniversityofBritishColumbiaDanielForgues,PhDAssociateProfessorDepartmentofConstructionEngineeringcoledeTechnologieSuprieureIvankaIordanova,PhDPostdoctoralFellowDepartmentofConstructionEngineeringcoledeTechnologieSuprieureAmirKassaianGraduateStudentDepartmentofCivilEngineeringUniversityofBritishColumbiaBaselAbdulaal(CapitalTheatre)GraduateStudentDepartmentofCivilandEnvironmentalEngineeringUniversityofAlbertaMikeSamilski(VancouverConventionCentreProject)GraduateStudentDepartmentofCivilEngineeringUniversityofBritishColumbiaHasanBurakCavka,MASc(ResearchCentre(R2)Project)GraduateStudentDepartmentofCivilEngineeringUniversityofBritishColumbiaMadhavNepal,PhDGraduateStudentDepartmentofCivilEngineeringUniversityofBritishColumbia

v

ACKNOWLEDGEMENTS

Weacknowledgethefollowingpeopleandorganizationsfortheirassistanceintheproductionofthisreport:

Geoff Glotman, GlotmanSimpson Structural Engineers (Vancouver Convention CentreProject)

JimMcLagan,CanronWesternConstructors,Ltd.(VancouverConventionCentreProject) DanSadler,PCLConstruction(VancouverConventionCentreProject) JeanThibodeau,InteliBuild(HongKongInternationalAirport) DianeLeclerc,MBA,InteliBuild(HongKongInternationalAirport) SteveBeaulieu,InteliBuild(HongKongInternationalAirport) NormandHudon(Coarchitecture SbastienVachon,SeniorTechnician,TechnicalTeamLeader(Coarchitecture) DominicDubuc,ArchiDATA(UniversitdeMontral) GeneviveTremblayArchiDATA(UniversitdeMontral) JeanPhilippeCyr,DirectiondesImmeublesoftheUniversitdeMontral RobinBlanger,DirectiondesImmeublesoftheUniversitdeMontral AllanPartridge,Group2ArchitectureEngineeringLtd.(CapitalTheatre) ScottCameron,SupremeSteelLP(CapitalTheatre) MonajMistry,Stantec(CapitalTheatre) DerekCunz,MortensonConstruction(Research2(R2)Project)

vi

TABLE OF CONTENTS

1 INTRODUCTION...............................................................................................................................1

1.1 DefinitionsandContext..........................................................................................................1

1.2 ResearchObjectivesandApproach........................................................................................5

1.3 SelectionofCaseStudies........................................................................................................6

1.4 ConstraintsandDisclaimers....................................................................................................8

2 RELEVANTBACKGROUND...............................................................................................................9

2.1 CanadianEfforts:BIMStandardsandInitiatives....................................................................9

2.2 InternationalEfforts:BIMStandardsandInitiatives............................................................11

2.3 BIMGuidesandExecutionPlanning.....................................................................................16

2.4 UsesofBIM...........................................................................................................................20

2.5 LevelsofBIM.........................................................................................................................22

2.6 ImpactofBIM........................................................................................................................25

2.7 BIBLIOGRAPHY......................................................................................................................28

3 CASESTUDIES................................................................................................................................29

3.1 SutterMedicalCenter(UnitedStates)..................................................................................30

3.2 UniversityOfColoradoDenver,Research2(R2)(UnitedStates).........................................61

3.3 CathayPacificCargoTerminalHongKongAirport(HonkKong)........................................73

3.4 VancouverConventionCentre(BritishColumbia)................................................................91

3.5 UniversitDeMontralWithArchidata(Quebec).............................................................117

3.6 CoarchitectureArchitecturalPractice(Quebec).................................................................133

3.7 CapitolTheatre(Alberta).........................................................Error!Bookmarknotdefined.

4 SUMMARYOFBESTPRACTICESEXTRAPOLATEDFROMALLCASESTUDIES...............................169

4.1 Technology..........................................................................................................................169

4.2 Organization........................................................................................................................170

4.3 ProcessAndProtocols.........................................................................................................172

5 CONCLUSIONSANDNEXTSTEPS.................................................................................................174

6 RECOMMENDEDREADINGANDSOMERELEVANTWEBSITES....................................................175

1

1 INTRODUCTION

Therearegreatopportunitiesforimprovingproductivityintheconstructionindustry.Overthepastfourdecades, construction labourproductivityhas remained relatively stagnantandhasnot keptpacewith the increasingproductivity found inother industries (Teicholz2004). Incontrast,otherindustries, such as manufacturing, have achieved efficiencies through the innovative use oftechnology (e.g., increased automation, information systems) and through new and improvedbusiness practices (e.g., collaborative agreements, concurrent engineering, and supply chainmanagement). Incomparison, facilityplanning,design,andconstructionpracticeshave remainedrelativelyunchanged.

Building InformationModeling (BIM)hasthepotentialtosignificantlychangethewayprojectsaredelivered.BIMinvolvesanewapproachtodesign,construction,andfacilitymanagementinwhichadigitalrepresentationofthebuildingprocess isusedtofacilitatetheexchangeand interoperabilityof information in digital format (BIM Handbook 2009). It is said that BIM has the potential torevolutionize theprojectdeliveryprocesschanging theway facilities lookand function, thewaytheyaredesignedandconstructed,andultimatelyhowfacilitiesaremaintained.

Many projects have now successfully implemented BIM, demonstrating significant benefits:increased design quality, improved field productivity, cost predictability, reduced conflicts andchanges, less rework, increasedprefabrication,and reduced construction costandduration. Thisresultsinafasterandmorecosteffectiveprojectdeliveryprocess,andhigherqualitybuildingsthatperformatreducedcosts(Hardin2009;Eastmanetal.2008).

BecauseBIMisarevolutionarytechnology,mostpeoplearejustbeginningtounderstandhowtouseit.Whatwedoknowisthattomaximizethebenefitsofthistechnology,avarietyoforganisational,procedural and technical issues have to be addressed. BIM requires drastic changes in theorganizationofworkwiththeclientandwithinthesupplychain,aswellasmajormodifications inthe legal relationships and sharingof responsibilities.This cannotbeachievedwithout redefiningworkpractices.

The mandate of this research project was to investigate BIM best practices for the Canadianindustrytobetterunderstandwhatisworking,andwhattheobstaclesmightbe.Theresearchteamidentified sevenprojectsat regional,nationaland international levels to serveas representativeBIMprojects. Weanalyzed theseprojectsalong threedimensions:Technology,OrganizationandProcess. It isourbelief that successful implementationofBIM requires abalancebetween thesethree dimensions. These case studies demonstrate the various ways that work practices areevolvingto leverageBIM inthedeliveryofprojects,thedifferentwaysthatBIMprojectsarebeingorganized to maximize the benefits of BIM, and the benefits and challenges that may beencounteredwhenimplementingBIM.

1.1 Definitionsand Context

The term Building Information Modeling (BIM) has come tomean different things to differentpeople. WeviewBIMasbothaproductandaprocess. WedefineBIM inawaythat isconsistent

with the(Figure1

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5

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Aswillbedemonstrated inthecasestudies,projectteamsthatemployamoreintegratedprojectdeliveryprocessarebetterabletomaximizethebenefitsofBIM.

1.2 Research Objectives and Approach

Thereweretwomainobjectivesforthisresearchproject:

o Reviewdifferent industrysectors includingowners,architects,engineers,MEPs,aswellasdifferent types of building construction including industrial and residential builders, andmanufacturers to seehowBIMhas successfullyappliedandwhat challengesandbarriershavearisen.

o Investigatebestpracticesthroughcasestudiesatregional,national,andinternationallevels.

Theresearchteamcompletedthisworkinfourparts,asoutlinedbelow.

1) IdentifycasestudiesthatrepresentbestpracticesTheintentwastoidentifycasestudiesthatadequatelyrepresentsufficientdiversityacross:(a)thedifferent industrysectors(e.g.,owners,architects,engineers,etc.),(b)thedifferentregions (regional (Alberta),national, and international), (c)differentprojectphases (fromconcept throughoperations), (d)different scalesofprojects (in termsof size, complexity,and function), and (e) different uses of BIM (e.g., energy analysis, constructability,fabrication,etc.). OurmandatewastoprovideaminimumofthreeCanadiancasestudiesandtwoInternationalcasestudies.

6

2) InvestigateBIMguidelinesandstandards.Thispartof the research: (a) investigatedBIM guidelines and standards that existwithindifferentregionsoftheworldthathavedemonstrated leadership inBIMadoption,and(b)identified relevant industrypublications thatprovideguidance inBIM implementationandassistwiththeevaluationofBIMprojectexecutionforthecasestudiesconsidered.

3) DevelopaframeworkforanalyzingcasestudiesBasedontheresearchcompleted instep (2),wedevelopedaframeworkforanalyzingthecase studies. The intent of the framework was to establish a consistent and thoroughmethodforevaluatingeachBIMProject.

4) Analyzecasestudiesusingtheframeworkdevelopedin(3):EachBIMprojectidentifiedinstep(1)wasevaluatedbasedontheframeworkdevelopedinstep (3). For the international case studies,we reliedextensivelyonexistingpublicationssincemuchhasbeenwrittenabouttheseprojects.FortheCanadiancasestudies,significanteffortwasmadetowriteuptheBIMprojectsselected.

1.3 Selection ofCase Studies

ToselecttheBIMprojectstostudy,ourintentwastoidentifyprojectsthatcapturedabroadrangeofbestpracticesthathadsignificantimpactsontheprojectlifecycle.

To identify Canadian projects, we spoke to several practitioners that have experience on BIMprojects, reviewed the literature,attended the InsightBIM ForumandotherBIMevents to learnabout ongoing and completed projects, and talked to a variety of people inour network. Forinternationalprojects,we focusedonprojects thatpushed theextentanddepthofcollaboration,highlighted the benefits across the entire lifecycle, and demonstrated novel project deliveryapproachesthatincentivizedallmembersoftheprojectteamtocollaboratewithBIM.

FortheCanadiancasestudies,theintentwastoprovideaminimumofoneregionalcasestudyfromAlbertaandaminimumoftwoothercasestudiesfromacrossCanada.However,thechallengewasthattherearealmostnowrittencasestudiesofBIMprojects inCanada,althoughseveralprojectshavebeenpresentedatdifferentvenues.Incontrast,manyBIMcasestudieshavebeenwrittenupforinternationalprojects,particularlyintheUS.Therefore,wewereconstrainedbytheshorttermaccessibilityofdataandaccesstoprojectparticipantsforthe4monthresearchprojectduration.

Table1 shows the sevenBIMprojects thatwere selected for this study. Each case studywillbedescribedindetailinSection5.

Table1:levels.

Inte

rnat

iona

l

1

2

3

Nat

iona

l

4

5

6

Regi

onal

7

ThesevenB

SutterM

Unive

HongKCath

Vanc

Unive

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Headqu

(Co

IMprojectss

MedicalCent(UnitedSt

ersityofColoResearch(UnitedSt

KongInternaayPacificCa

(HongKo

ouverConve(BritishCol

ersityofMon(Quebe

otechnologybaxoSmithKlin

anduartersforCa

(CD)oarchitectur

CapitolTh(Edmont

studied to ide

terCastroVatates)

oradoDenve2(R2)tates)

tionalAirporargoTerminaong)

entionCentrumbia)

ntreal(UdeMec)

buildingfore(GSK)Inc.aisseDesjard)re,Quebec)

heatreton)

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entify bestp

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practicesatregional,natioonaland inte

ernational

8

Table2showsthedifferentphasescoveredbytheBIMprojectsselected.Asstatedpreviously,wewantedtoselectprojectsthatdemonstratedbestpracticesthroughouttheprojectlifecycle.

Table2:CoverageofBIMProjectsselectedacrossProjectPhases

1.4 Constraintsand Disclaimers

Themandate for thisprojectwas to investigatebestpractices through case studies at regional,national,andinternationallevels.BecauseBIMisrelativelynew,particularlyinCanada,weusethephrase best practices with hesitation. A best practice is considered as a proven method ortechniquethatconsistentlyperformsataskwithsuperiorresultswhencomparedtoothersmeans.In this report, we have tried to identify those methods or techniques that have enabledorganizations and/or project teams to leverage the benefits ofBIM,while alsodocumenting thechallenges.WearenotclaimingthattheprojectsstudiedarethebestBIMprojects.

FeasibilityConcept

DevelopmentDesign

DevelopmentDesign

DocumentsPreconstruction Construction Operation

UdeM(Quebec)

International Canada Regional

VancouverConventionCenter(BritishColumbia)

CathayPacificCargoTerminal(HongKong)

UniversityofColoradoDenver,Research2(R2)(UnitedStates)

SutterMedicalCenterCastroValley(UnitedStates)

CapitolTheatre(Alberta)

GSK&CD(Quebec)

Legend

9

2 RELEVANT BACKGROUND

This section describes relevant background on different aspects of BIM implementation andplanning.Specificallyitdescribes:

BIMStandardsandInitiatives BIMGuidelinesandExecutionPlans UsesofBIM LevelsofBIM ImpactofBIM

2.1 Canadian Efforts: BIMStandards andInitiatives

InCanada, thereare twoorganizations focusedondrivingBIMadoption: theCanadaBIMCouncil(CanBIM),andtheInstituteforBIMinCanada(IBC).

2.1.1 CanadaBIMCouncil

The Canada BIM Council (CanBIM) was established in 2009 to advocate and support the entireAECOO business community to effectively deploy BIM. The following summarizes the mission,strategyandgoalsofCanBIM(CanBIMwebsite,accessedNov.2011):

CanBIMsMission

ServingasthebusinessvoiceofCanada'sBIMcommunity. CanBIMrepresents,supportsandadvocatesonbehalfoftheentireAECOOandeducational

communitytobuildapositivebusinessenvironmentfortheeffectivedeploymentofBIM,notonlyforourmemberfirms,butforallengagedinutilizingBIMinCanada.

OurMission istoprovideourprofessional,educational,construction,fabricationandsupplychainmembersacollectivevoicededicatedtoBIM.Weprovideourmemberswithadvocacy,learningopportunitiesandbestpractices forBIM inaCanadiancontextwhilemaintainingconnectivitywithourinternationalpartners.

CanBIMsStrategy

Ourstrategyforexecutingourmissionisto Foster an environment of open collaboration and communication with all industry

stakeholders. AlignourorganizationwithprofessionalorganizationsfocusedonmakingBIMthestandard Assist in anyway possible to produce tangibleworkingmethodologies that allow BIM to

developasastandard.

CanBIMsGoals

Weplantoimplementourstrategybyachievingthefollowingoperationalgoals: WewillhostRegionalSessionsthroughouttheyearwherewewilldiscussionanddecideupon

keyissuesrelatingtoBIM.

10

Wewillgrowourmembershipandprofessionalaffiliationsforthepurposeofcollaborationandcommunicationwithawideraudience.

Wewill continually improve upon the delivery of relevant and current information to ourmembershipandinterestedstakeholders.

CanBIMmembershipcomes fromallpartsofthe industry fromBuilders,Architects,EngineersandConsultantstoFacilityManagersandVendors.CanBIM isaregisterednotforprofitentityrunbyavolunteerBoardofDirectors.Thecouncilusesannualmembershipduestodevelopdocumentation,maintainthewebportalandhosteventsrelatingtoBIM.

Members are encouraged to participate on subcommittees and contribute to ongoing projectsorganized by the subcommittee leaders. The CanBIM boardmeetsmonthly or as required. Themembership is invited tomeet four times a year during our Regional Sessions. The goal of theRegional Sessions is to host a local forum to discuss Industry issues related to BIM and othertechnologies.Theintentistoshareknowledgeacrossthecountry,aswellassettingprioritiesforthedevelopmentof standards,guidelinesandbestpractices inBIM.TheRegionalSessionsarealsoagreatopportunitytohaveyourfirm'svoiceheardinapublicsettingtohelpsteertheconsensusonhowthistechnologywillbeimplementedintheindustry.

Videos from the meetings, open discussions and the presentations, etc. are hosted online as aresourceforthecommunity.SimilartotheRegionalSessions,theCanBIMwebsiteisalsointendedtobeaportaltohostdiscussionsandtechnicaldevelopments.

CanBIMalsohasaMemorandumofUnderstanding(MOU)withbuildingSMARTalliancetosharebothmaterialandhumanresourcestofosterapanAmericanapproachtoBIM.CanBIMhasaseatontheTechnical Committee, Planning Committee and Board of Direction for NBIMS, an initiative ofbuildingSMARTalliancethatwillbedescribedinthenextsectiononInternationalEfforts.

2.1.2 Institute for BIMinCanada

The Institute forBIM inCanada(IBC)wasfounded in2010toleadandfacilitatesthecoordinateduse of Building Information Modeling (BIM) in the design, construction and management of theCanadian built environment. IBCs priorities include an awareness program, a practicemanual, abibliography of useful resources, and a full environmental scan/assessment on the use ofBIM inCanadaandinternationally.(InstituteforBIMinCanadawebsite,accessedNov.2011)

The following summarizes the terms of reference for the organization, including its authority,missionandobjectives(InstituteforBIMinCanadawebsite,accessedNov.2011):

Authority

TheInstituteforBIMinCanada(IBC)isajointnationalorganizationhavingthesoleauthoritytoendorseitsproducts,services,positionsandpolicies.

Marketing, educationandpromotionof IBCapproveddocumentsand suggestedpracticesaretheresponsibilityoftheInstituteincollaborationwithitsconstituentorganizations.

The IBC may receive inquiries, make recommendations, and distribute information toimproveBIMrelatedprocurement/contractingpractices,asitdeemsappropriate.

11

Mission

To lead and facilitate the coordinated use of BIM in the design, construction andmanagementoftheCanadianbuiltenvironment.

Objectives

To define collaborative approaches and solutions as between stakeholders in the BIMenvironment.

Todevelopand recommendbestpracticespolicies, toolsandprocedures to supportBIMutilization.

ToeducatetheindustryabouttrendsanddevelopmentsrelativetoBIMinCanada Tocommunicateitsactivitiestotheindustryatlarge.

The IBC recentlycompletedanEnvironmentalScanofBIMToolsandStandards,which isa reportthat ispubliclyavailableon theirwebsite. This reportprovidesaquickoverviewof the toolsandtechnologiescommerciallyorfreelyavailableinthemarkettosupportBIMimplementationefforts.TheyarenowworkingonaBIMPracticeManual.(IBCwebsite,accessedNov.2011)

2.2 International Efforts:BIMStandards and Initiatives

BuildingSMARTInternational(bSI) isaneutral, internationalanduniquenotforprofitorganisationsupportingopenBIMthroughthelifecycle.(bSIwebsite,accessedonNov.2011)TheyhaveregionalchaptersinEurope,NorthAmerica,Australia,AsiaandtheMiddleEast.Figure5showsaworldmaphighlighting specific chaptersofbuildingSMART,aswellas the regions thatwere studied inmoredetail forthisproject(showncircled). BuildingSMARThasdevelopedacommondataschemathatmakes itpossible toholdandexchangedatabetweendifferentproprietary softwareapplications.ThisbuildingSMARTdatamodelstandardisdefinedbyIndustryFoundationClasses(IFC),whichisintheprocessofbecominganofficialInternationalStandardISO/IS16739.AccordingtobSI:

Open is the key to the real value of our buildingSMART standard. IFC can be used toexchangeandshareBIMdatabetweenapplicationsdevelopedbydifferentsoftwarevendorswithout the softwarehaving to supportnumerousnative formats.Asanopen format, IFCdoesnotbelong toa single software vendor; it isneutraland independentofaparticularvendorsplans for softwaredevelopment. For this reason,we say thatourorganisation buildingSMARTisthehomeofopenBIM.

12

Figure5:CountrieswhoseBIMguideswerestudiedinthecontextofthisproject(indicatedwithredellipsesontheWorldmap).

ThebuildingSMARTalliance(bSa) isamemberofthebSIand isfocusedonhelpingtomaketheNorthAmericanrealpropertyindustrymoreefficientbyleadingthecreationoftoolsandstandardsthat allow projects to be built electronically before they are built physically using BuildingInformationModeling.(bSawebsite,accessedonNov.2011)ThebSaisresponsiblefordevelopingtheNationalBIMStandard (NBIMS) for theUnitedStates. ThegoalofNBIMS is toestablishthestandardsneededtofoster innovation inprocessesand infrastructuresothatendusersthroughoutall facets of the industry can efficiently access the information needed to create and operateoptimizedfacilities.Recently,theInstituteandtheAlliancesignedanagreementtodevelopOpenBIMStandardswiththeCanadianBIMCouncil. The intent istoworkcollaborativelyonaNationalBIMStandard thatwillbeadjusted forcountryspecific issues tocreateaNationalBIMStandard Canada.(bSawebsite,accessedonNov.2011).

For this research,we investigated relevantBIM standards and guidelines, and identified relevantorganizations that areBIM advocateswithin the different regions. Figure 6 shows the differentorganizationsthatareworkingtodevelopBIMstandards,promotetheuseofBIM,andprovideBIMeducationandinformationforthedifferentindustrysectorsfortheregionsweanalyzed.

13

Figure6:BIMStandardsandGuidesstudied inthisresearchandorganizations involvedfromthedifferentregionsstudied.

Table3showsthedifferentthemesandtopicsofthedifferentguidesshowninFigure6.Thistableshowsthebreadthofcoverageoftheseguidesintermsofaddressingimportantissuesrelatedtothethreedimensionsofourframeworktechnology,organizationandprocess.Werecognizethattheseare incompletebutour intenthere istoprovideasummaryofexistingBIMguidesandareferencethatcanbeusedtobetterunderstandallthevariousBIMrelateddocuments.

ThereisagrowingtrendwithincertainregionstodevelopBIMstandardsandguides.Ingeneral,wefoundguidesmostlypreparedbypublicowners, industryadvocatesanduniversities.Someguidesaredevelopedbylargeconsortiumsofpublicownersandprivatecompanies.Thescopeofinfluenceof these documents varies from multinational (INPRO) and federal (GSA, NIST, NIBS), throughcountryandstate(intheUSA)levels,tolocallevels(LosAngelesCommunityCollegeDistrict(LACCD)Guide).

Thenextsectionsdescribeafewnoteworthyinitiativesinthedifferentregions.

2.2.1 BIMInitiativesin theUS

TheUnitedStatesclearlyhasthemostsignificantbreadthofownersrequiringBIM,aswellasthemostsignificantrepresentationoforganizationsadvocatingforBIM.ApivotalpointintheadoptionofBIMintheUSwaswhentheGeneralServicesAdministrationstartedmandatingBIMonallfederalbuildingprojectsstarting in2007. TheGSAsmission is to"help federalagenciesbetterserve thepublic by offering, at best value, superior workplaces, expert solutions, acquisition services andmanagementpolicies."(GSAWebsite,accessedonNov.2011)OnegoaloftheGSAsNational3D4DBIMProgramistoprovideasignificantsupportserviceforassistingprojectteamsthatareinterestedinadoptingnew3D,4D,andBIMbuilding technologies.Further,someguidesdevelopedbyotherinstitutionsrefertochaptersoftheGSAGuides(e.g.,theVeteranAffairs(VA)BIMGuide).

14

GiventhesignificantgrowthofBIMadoptionintheUSinthepastdecade,itisclearthatthebroadrange of organizations advocating, teaching and supporting BIM implementation have had animpact.ThistransformationwitnessedintheUSdemonstratestheimportanceofdisseminatingbestpracticestosupporttheindustrytransitiontoBIM.

Table3:Thedifferentthemes/topicsdiscussedinthevariousBIMguides.

2.2.2 Other NoteworthyBIMInitiatives

The government of the United Kingdom has recently taken significant steps to advance BIMadoptionaspartofamajorgovernmental strategy to improveconstructionefficiencyanddeliverbetter value for public sector construction. The Government Construction Strategy report wasreleasedonMay2011,announcingthatthegovernmentwillrequirecollaborative3DBIMonallofits projects by 2016. This requirementwill be implemented in a phased processwhileworking

Au

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GeneralBIM theory x xBIM benefits x x x x x x x x xPoint of view (owner, professionals, builder) o,p,b inst pTechnology (software, infastructure) x x x x x x

RequirementsModeling requirements x x x x x x x x

(BIM application, hierarchy, objects+prop, precision, layers) x x

Deliverables x x x x x x xQuality control& perf. Measure x x x x gates

DataData exchange x x x x x x xFiles, names, folders structure x x x x xMetadata xData interoperability x x x x x ifc x xSharing, storing data x x x x reuse x x

Contents of the model by building aspect:architecture x x x x x xstructure x x x x xspatial program x x x x x xvisualisation x x x xbuilding code x x x x4D phasing x x x x x xenergy performance x x x x x x xsustainability x xclash detection x x x x x x5destimating x x xcirculation, safety x x x

Contents by disciplines + landscape, interior, acoustic x x

xconstruction x x x lean x x xsubcontractors, fabricators xoperation (as build) x x x

BIM adoption process in company x x x x x x x xBIM maturity (matrix, measure,certification) x xBIM management (execution plan) x x x x x x

Planning & impl. of the Guide x x xRisk management xExperience feedback x

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multipronged initiativeaimedattransformingtheSingapore industrytomake itmoresustainable.TheBIMFund isoneofthreecomponentsstimulatingtheadoptionoftechnologiestoimprovetheproductivityandqualityoftheendproduct.ItincludesaspecialistdiplomainBIM,whichisofferedas a 5month parttime study program. Another interesting characteristic is that this BIMenhancementprogramproposesaConstructionProductivityRoadmapwhichenvisionsmandatoryBIMsubmissionstartingin2013(seeFigure8)andambitiousBIMadoptiontarget(80%ofthedesignprofessionalsby2015).AConstructionProductivityandCapabilityFundwascreatedtosupportthisprocess(Figure9).

Figure8:TimelineformandatoryBIMsubmissioninSingapore.

Figure9:ProcessessupportedbytheConstructionProductivityandCapabilityFundinSingapore.

2.3 BIMGuidesandExecution Planning

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20

2BTwoWayCollaboration

3Integration 3ALocalServer 3Aand3Bstagesdescribetechnologiesandprocesseshostedonmodelservers.ThesemodelserversareyettobeimplementedintheAustralianindustry,butarecurrentlybeingusedforresearchatUNSWandQUT.

3BWebBasedServer

Theguidelinesspecificallyprovide, inthecontextofAustralianBuildingandConstruction Industry,modeling requirements and challenges of BIM implementations, particularly for Intelligent 3DModeling (Stage1B)andCollaboration (Stages2Aand2B).Theguidelines stresson theneed forcarefullysettinguptheBIMprojectdefinitionandexecutionplans forBIM implementation.Thesemajordecisionsessentially involve who?, what?, why?and when?.The interrelatedquestionsthatneedtobeworkedoutaccordingtotheseguidelinesare:

1) Whoisinvolvedandtheirresponsibilities?Forwhomarethemodelsintended?2) Whatmodelsarerequired?Whatrangeofdisciplinemodels isneeded,and ifanaggregate

modelistobecreated,whyisitrequired?3) Whenaretheyrequired?Atwhatprojectstagearethemodelsneeded?4) Whatdataisneededinthemodelsandatwhatlevelofdetail?5) Howwillthemodelsbeexchangedandinwhatformat?6) Whoismanagingtheprocess?IsthereaneedforaprojectBIMmanager?

ThissectionhighlightsafewinitiativesthathavebeendevelopedbydifferentorganizationsthatareownerandindustrydriventofacilitatetheadoptionofBIM.

2.4 UsesofBIM

BIM can be used to support a variety of functions throughout the project delivery process.IdentifyinghowBIMwillbeusedand/orwhat functions itwill supportarekey considerationsoneveryBIMproject.Figure13showsthemostfrequentBIMrelatedactivitiesidentifiedinasurveyoftheUSindustry(McGrawHill2008).

Figure13

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21

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22

1) MaintenanceScheduling2) BuildingSystemsAnalysis3) AssetManagement4) SpaceManagement/Tracking5) DisasterPlanning6) RecordModeling7) SiteUtilizationPlanning8) ConstructionSystemDesign9) DigitalFabrication

10) 3DControlandPlanning11) 3DDesignCoordination12) DesignAuthoring13) EnergyAnalysis14) StructuralAnalysis15) LightingAnalysis16) MechanicalAnalysis17) OtherEng.Analysis18) LEEDEvaluation

19) CodeValidation20) Programming21) SiteAnalysis22) DesignReviews23) PhasePlanning(4DModeling)24) CostEstimation25) ExistingConditionsModeling

WeevaluatedtheusesofBIMforeachoftheprojectsstudied.

2.5 Levels ofBIM

An importantconsiderationwhen implementingBIMonaproject isthelevelofBIM,whichreallytriestoanswerthequestionofhowfardoyougo?Itiscriticalthatthescopeandlevelofdetailtobemodeled isproperlyconsideredandthatallpartiesareclearonwhat isexpectedofthem. TheAmerican InstituteofArchitects (AIA)havegrappledwith this issueanddeveloped theE202BIMProtocol document that is meant to provide a practical tool for using BIM across the project.Specifically, the intent of the E2022008 BIM Protocol document is to answer the followingquestions(fromAIAwebsite):

Whoisresponsibleforeachelementofthemodelandtowhatlevelofdevelopment? Whatareauthorizedusesforthemodel? Towhatextentcanusersrelyonthemodel? Whowillmanagethemodel? Whoownsthemodel?

Figure 15 shows the E202 Model Element Table that is included as part of this BIM protocoldocumentandidentifies(1)thelevelofdetail(LOD)requiredforeachModelElementattheendofeachphase,and(2)theModelElementAuthor(MEA)responsiblefordevelopingtheModelElementtotheLODidentified.

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23

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24

Figure 16: Levels of Detail defined by the AIA in their BIM Protocol Exhibit (graphic fromhttp://allthingsbim.blogspot.com/2008/12/aiabimprotocole202.html)

DPRConstruction,acontractorintheUnitedStateswithextensiveBIMexperience,defines4levelsofBIM(fromhttp://dprreview.com/fallwinter2010/story/thefourlevelsofbim).

25

Level 1: A tool primarily used to communicate design intent and help owners evaluatealternativedesignsatthebeginningofaprojectandvisualizeanendproduct.

Level2:Modelscreatedbydesignteamsthatincludemechanical/electrical/plumbing(MEP)systems at a higher level done during the coordination phase to reduce requests forinformation(RFIs)andchangesinthefieldduringconstruction,aswellassitelogistics.

Level3:IncludesdetailedmodelscreatedbyMEPsubcontractorsthataremergedwiththedesignersmodels toproduce fabricationlevelMEPmodels.Levelofdetailalsoallows forverydetailed4Dsequencingofthebuildingprocess,3Dasbuiltmodels,andtheabilitytopullaccuratequantitytrendsdirectlyfromthemodels.

Level4: Integrates substantiallymore stakeholders into theprocess from theearlydesignstagetoprovideinputandreview,testtheconstructibility,anddeterminethebestmaterialsandmethodsfordesignandconstruction,inaccordancewiththeprojectsbudget,scheduleandquality.Level4BIMresultsinthecreationofamodelthatincorporatessuchfinedetailsasseismicandgravityhangers,metalframingsystems,anddetailedmodelsofcomponentslikerebar.Thesemodelscanbeusedtoproducepermitdocumentsandshopdrawings,pullmaterial quantities, produce accurate modelbased estimates, perform crosstradeprefabrication,andproduceactualinstallationdrawings.

WeusedthesereferencesinanalyzingthelevelofBIMimplementedintheprojectsstudied.

2.6 Impact ofBIM

Thereturnon investment (RIO) forBIMwasresearched inMcGrawHill'sSmartMarketReportonBuilding InformationModeling:TransformingDesignandConstructiontoAchieveGreater IndustryProductivity,(2008):

Thesurveyedcompanies,whoactivelytracktheirreturnon investmentfromBIM,saytheyaregettingreturnsof300%to500%.

82%ofrespondentsbelieveBIMishavingapositiveimpactontheircompany'sproductivity.

Ina followupsurveybyMcGrawHill in2009, theysought to identify thekeyareaswhereBIM iscontributingthemostvalue.Figure17showsthetopratedwaysthatrespondentsfoundthatBIMsavestimeand/ormoney(McGrawHill2009).

Figure17

ManyBItogetaandmaicome frthrough

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IMusersalsoleguponthintainingrepomreducingclashdetect

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atwererated

ficantinternionbymarkeswithpastcngrework,rwHill2009).

26

dascontributi

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28

2.7 BIBLIOGRAPHY

AIACaliforniaCouncil(2007),IntegratedProjectDeliveryAWorkingDefinition.

BIMIndustryWorkingGroup,DepartmentforBusiness,InnovationandSkills(BIS),UnitedKingdom(2011).AreportfortheGovernmentConstructionClientGroupBuildingInformationModelling(BIM)WorkingPartyStrategyPaper.Availableonlineat:(https://connect.innovateuk.org/c/document_library/get_file?uuid=6842e02020df4449881708ce2ba9ef7c&groupId=68909).

ComputerIntegratedConstructionResearchProgram(CIC).(2010).BIMProjectExecutionPlanningGuideVersion2.0,ThePennsylvaniaStateUniversity,UniversityPark,PA,USA.Availableonlineat:http://bim.psu.edu/Project/resources/default.aspx.

CooperativeResearchCentre(CRC)forConstructionInnovation.(2009).NationalGuidelinesforDigitalModeling,Brisbane,Australia

GeneralServicesAdministration(GSA).(2011).3D4DBuildingInformationModeling.Availableonlineat:http://www.gsa.gov/portal/content/105075

CabinetOffice,UnitedKingdom(2011).GovernmentConstructionStrategyReport.Availableonlineat:http://www.cabinetoffice.gov.uk/sites/default/files/resources/GovernmentConstructionStrategy.pdf)

McGrawHillConstruction(2008).BuildingInformation:TransformingdesignConstructiontoAchieveGreaterIndustryProductivity,SmartMarketReport.

McGrawHillConstruction(2009).TheBusinessValueofBIM:GettingBuildingInformationModelingtotheBottomLine,SmartMarketReport.

Websitesreferenced:

www.canbim.com www.ibcbim.ca

29

3 CASE STUDIES

WedevelopedaframeworktoevaluatealltheBIMprojectsconsistently.Theframeworkconsiderseach BIM project in terms of the three dimensions: Technology, Organization, and the Process.StaubFrenchandKhanzode(2007)highlightedthese issueswhendocumenting lessons learnedontwoBIMprojects.ThisframeworkisalsorelativelyconsistentwithhowothershavecharacterizedaBIMimplementation.Forexample,atStanfordUniversitysCenterforIntegratedFacilityEngineering(CIFE), they consider projects from a POP perspective Product (this would align with ourTechnology perspective), Organization, and Process (Kunz and Fischer 2011). And at DPRConstruction,theytalkabouttheModel (thiswouldalignwithourTechnologyperspective),Team(thiswouldalignwithourOrganizationalperspective),andProcess(DPRwebsite).

For each dimension, we further characterized the kinds of issues that would be addressed asoutlinedinTable5.Werecognizethattheremaybeotherkindsofinformationtoincludeandthatthere issomeambiguity in termsofhowaparticular issuemightbecharacterized. However,ouraimwastotryandensureconsistencyacrossallthecasestudiesasmuchaspossible.

Table5:TheTOPPframeworkdevelopedtoanalyzeeachoftheBIMprojectsstudied.

Technology

Ownerrequirements Usesofmodels Scopeofmodeling LevelofBIM(e.g.,DPR4levelsofBIM) Technologiesused Informationinfrastructure

Organization

Participantsinvolved Timingofparticipantinvolvement Businesspracticesandstructure(withinfirmandbetweenfirms) BIMexpertise Contractualrelationships Legalconsiderations

Process/Protocol

Executionplanning Workflows Handoffs Informationexchange

Inthefollowingsections,wedocumentsevencasestudiesofBIMprojectsusingthisframework.

30

3.1 SUTTER MEDICAL CENTER (UNITEDSTATES)

Thisprojectwasselectedasan InternationalBIMprojectbecause itexemplifiesmanyofthe bestpracticesthathavebeenachievedtodate,allinoneproject:

11partyIPDagreement Targetvaluedesign Integratedsupplychain Leanpractices Productionlevelmodeling Modelbasedestimating Significant benefits, including faster design, faster cost feedback, improved productivity,

increasedprefabrication,lessrework,etc.

3.1.1 PREFACEThiscasestudyiswrittenbasedonnumerouspublicationsthatarepubliclyavailable.Theintenthasbeentocollectallrelevant information inonedocumentorganized inastructurecompatiblewithothersuchBIMcasestudieswritten.Thecontentofthiscasestudy ispredominatelysourcedfromthefollowingpublications:

SutterMedicalCenterCastroValley:TheRealRisksandRewardsof IPD (Christianetal.2011)

BIM Handbook: A Guide to Building Information Modeling for Owners, Managers,Designers,andContractors(Eastmanetal.2011)

AnUnprecedented11PartnersPropelIntegratedProjectDeliveryatSutter'sNewCaliforniaHospital(Post2011)

Sutter Medical Center Castro Valley: IPD Process Innovation with Building InformationModeling(GhafariAssociates,accessedonOct.2011)

SutterMedicalCenterCastroValley:CaseStudyofanIPDProject(Khemlani2009) ModelBasedEstimatingtoInformTargetValueDesign(Tiwarietal.2009) SutterMedicalCenterCastroValley,USA(Teklawebsite,accessedonOct.2011) Transcending theBIMHype:How toMake Sense andDollars fromBuilding Information

Modeling(Lambetal.2009) CollaboratingwithaPermittingAgencytoDeliveraHealthcareProject:CaseStudyofthe

SutterMedicalCenterCastroValley(SMCCV)(Alarcon2011)

The above publications are excellent sources of information about the project and arerecommended for further readingon this case study.Refer to theBibliography section formoreinformationabout thesepublicationsandother references. Note thatany textshown in italics inthiscasestudyiscopieddirectlyfromoneofthesesources.

3.1.2 PROJECT DESCRIPTIONThiscasestudyisaboutastateofthearthospitalownedbySutterHealththatiscurrentlynearingcompletionatCastroValley,California.TheSutterMedicalCenterCastroValley(SMCCV)isamodern

31

130bed capacity hospital that is being build adjacent to andwill operate in replacement of thecurrentEdenMedicalCenterinCastroValley,California(Figure19.ThevisionofSutterHealthistocreate an extraordinary landmark medical center that integrates advanced technology, qualitymedicalcareandoutstandingphysiciansandemployeestoprovidethebestcarefortheirpatientsandcommunity.The$320millionprojectisfullyfundedbySutterHealthandisfinancedwithoutanytaxpayersupportorpublicfunds.TheSMCCVisa230,000sqftsevenstorytallbuildingconsistingofcastinplace frictionpiers,a threestory reinforcedconcreteshearwallpodiumsupportinga fourstorysteelbracedframe.Inadditiontothehospital,theprojectincludesbuildingadditionalparkingon EdenMedical Center campus and demolition of the old hospital once SMCCV is operational.(SutterMedicalCenterCastroValleywebsite)(Post2011)

Figure19:ModelImagesofSMCCV(toprow:SMCCVwebsite,bottomrow:GhafariAssociates2011)

Theprojectwasfacedwithanumberofchallengesfromtheoutset(Christianetal.2011):

Site:thenewhospitalisbeingconstructedonaslopedgradewithlimitedspaceavailableforconstructionactivities.Inaddition,thecurrentEdenMedicalCenterhadtostayoperationalwithminimaldisturbancethroughouttheentireprocess.

Schedule:strictdeadlinesfordesign,permitting,andconstructionweresetbythelegislationgoverningtheseismicsafetystandardsforhospitalsinCalifornia.Inordertomeetthesefixdeadlines,theprojectteamhadtodesignthehospitalatleast30%faster.

Budget: an aggressive target cost of $320 million was set for this project. Under nocircumstanceswastheprojectcosttoexceedthetargetvalue.

OSHPD: the Office of Statewide Health Planning and Development (OSHPD) mandateextensive regulatoryoversightonhospitalprojects inCalifornia.OSHPD typically takes24months for review upon completionof design. To accelerate thepermitting process, theprojecthadtobeoneofthefirsttouseOSHPDsPhasedReviewProcess.

Overall,theprimarygoalofSutterHealthwastodesignanddeliverafacilityofthehighestquality,atleast30%faster,andfornomorethanthetargetcostof$320million(Christianetal.2011).

32

CONTEXTKhemlani(2009)providesaconciseandinformativeprojectbackground:

SutterHealthisoneofthenationsleadingnotforprofitnetworksofcommunitybasedhealthcareproviders,withover60facilitiesinNorthernCaliforniaincludinghospitals,cancercenters,longtermcarecenters,researchinstitutes,andhomehealthandhospicecenters.

Theneed foranewhospitalarose fromCaliforniashospitalseismicsafety law,SB1953,passed in1994, that requires every hospital in the state to meet specific criteria that would keep thesestructuresstandingandprovideuninterruptedcare iftheywerestruckbyamajorearthquake.ThedeadlineforcomplyingwithSB1953isby2013.Underthestringentearthquakesafetyrequirements,the original hospital building built in 1954would not be eligible to be licensed as an acute carehospitalafterJanuary1,2013.

ThenewseismicsafetylawhasmandatedseismicimprovementsformanyofotherSutterfacilitiesaswell, requiring theorganization toexecuteseveral largeprojectswithinaspecific time frame.ThismotivatedSutter to findways to reduce the timedelaysandbudgetoverruns typicallyassociatedwith largeprojects,aswellas theextended litigation thatoften results. Itwas lookingatwaysbywhich the design and construction delivery model could be transformed, and IPD fortuitouslyemergedasaviablealternativetothetraditionaldeliverymodeljustastheSMCCVprojectwasbeinginitiated. Moreover, the SMCCV project had several additional challenges that made it a goodcandidate for IPD: ithadharddeadlines forbothdesignandconstruction,anacceleratedschedulethatwas30%fasterthanaconventionalschedule,andanaggressivecosttargetthatcouldnotbeexceeded.None of these could bemetwith the conventional designbidbuild process, as that isiterativeandtakestoolong,andanyattempttofasttracktheprocessusuallyresultsinhigherriskofreworkor cost increases.The IPDapproachwas thereforeadopted for thisproject, in conjunctionwiththeprinciplesofleanconstructionandtheimplementationoftechnologiessuchasBIM.

Thiscasestudywillstartoffbydescribingtheorganizationalconsiderationsonthisproject,sincethiswasadistinctiveaspectofthewayBIMwasimplemented.

3.1.3 THE ORGANIZATION

ProjectParticipantsAnunprecedentedelevenpartner IntegratedProjectDelivery (IPD)teamwasassembledbySutterHealthtodelivertheSMCCVproject.Table6 identifiestheseelevenpartnerswiththeirassociatedfunctionintheproject.

Table6ElevenMembersofSMCCVIPDTeam(Eastmanetal.2011)

FUNCTION FIRM

Owner SutterHealth*

Architect DevenneyGroupLtd.*

Generalcontractor DPRConstruction*

Mechanical&plumbingdesign CapitalEngineeringConsultantsInc.*

33

Electricaldesign TheEngineeringEnterprise(TEE)

Structuraldesign TMAD/TaylorandGaines(TTG)

Fireprotectiondesignbuild TransbayFireProtection

Mechanicaldesignassistandcontractor SuperiorAirHandlingCo.(SAHCO)

Processandtechnologymanagers GhafariAssociates

Plumbingdesignassistandcontractor J.W.McClenahan*

Electricaldesignassistandcontractor MorrowMeadows

*TheCoreGroupconstituted individuals fromthesepartners inadditiontoarepresentative fromEdenMedicalCenter

SimilartotheideaofBoardofDirectorsandCEOadvisinganddecidingonthebestpathforwardforacorporation,theIPDteamcreatedaCoreGroupfromtheprincipalsofthepartnerfirmstoprovideoversightandguidetheprojecttosuccess.TheCoreGroupspurposehasbeentomanagestrategiesand behaviors and tomake critical decisions affecting project timeline, cost and risk. The CoreGroup decides through consensus with Sutter Health ultimately making the final call. Table 7identifiesthemembersoftheCoreGroup.

Table7MembersofSMCCVIDPCoreGroup(Post2011)

FIRM POSITIONSutterHealth SeniorProjectManagerEdenMedicalCenter VicePresidentofAncillaryandSupportServicesDevenneyGroupLtd. COO/PrincipalDPRConstruction ProjectExecutiveCapitalEngineeringConsultantsInc.alsorepresentingTTGandTEE

J.W.McClenahanalsorepresentingMorrowMeadowsandTransbay

InadditiontotheoriginalelevensignatoriestotheIPDcontractmanyothercontractors,fabricators,and suppliers later became involved in the project through a traditional bid process. Figure 20illustratestheSMCCVsIPDteamstructure.

Figure20

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34

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35

WiththeirexpertiseandknowledgecombinedtheSMCCVIDPteamisperhapsoneofthestrongestteamsassembledforan IntegratedProjectDeliverymethod,employing leanconstructionpracticesandBIM.

ContractualRelationshipsandLegalConsiderationsAn IntegratedFormofAgreement(IFOA)wasselectedasthecontracttypefortheproject. IFOA isSutterHealthsversionof IntegratedProjectDelivery (IPD)method.Aworkingdefinitionof IPDasper2007documentfromAIACaliforniaCouncilis:Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems,business structures and practices into a process that collaboratively harnesses the talents andinsights of all participants to reducewaste and optimize efficiency through all phases of design,fabrication and construction. Integrated ProjectDelivery principles can be applied to a variety ofcontractualarrangementsand IntegratedProjectDelivery teamswillusually includememberswellbeyond the basic triad of owner, designer and contractor.At aminimum, though, an integratedprojectincludestightcollaborationbetweentheowner,architect/engineers,andbuildersultimatelyresponsibleforconstructionoftheproject,fromearlydesignthroughprojecthandover.

In an IFOA contract the project team members manage and share the risk collectively, hence,promotingcollaborationandefficientmeansofcompletingaproject.Profitability isdeterminedatthe endof the job and all contract signatories share apoolof both risk and rewardbasedon apredeterminedpercentage.Hence,eachdollar saved throughefficientmeansofdeliverybenefitstheentire11membersoftheIFOAcontract.(Christianetal.2011)

Whenthecurrentseniorprojectmanagerjoinedtheprojectin2007theplanhadbeentodelivertheprojectunderamoretraditionaltripartyIFOAwiththeowner,architect,andgeneralcontractorasthesignatories.Hebelievedgettingmoresignatoriesonlystrengthensthecollaborativeprocessandprevents return to traditional relationships between the architect and its subconsultants andsimilarlybetween thegeneral contractorand its subcontractors.Hepromotedand succeeded inexpandingthepainshare/gainshareschemebeyondthetypicalownerarchitectcontractortripartyto11signatories.Hehadtoexplaintoeachpartythattheycouldonlyprofitfromtheprojectiftheentire project profited as awhole. The contract signatories had to understand that even if theyloweredtheircost,wherethatcostreductioncausedabiggercost increase inanotherpartoftheproject,theycouldlosemoney.(Post2011)

Thepainshare/gainshareplan isquitesimple.Theprofit iscalculatedbysubtractingtheactualcostoftheprojectfromthebudgetedcost.TheprofitisthensplitbetweenthenonOwnersignatoriesasshowninTable8.(Christianetal.2011)

Table8SplitShareofSMCCVIFOAProfit(Christianetal.2011)

FIRM SPLITOFIFOAPROFITPOOLDPRConstruction 47.717%J.W.McClenahan 9.648%MorrowMeadows 6.320%SuperiorAirHandlingCo. 6.651%TransbayFireProtection 1.863%DevenneyGroupLtd. 17.163%

36

CapitalEngineeringConsultantsInc. 3.755%TheEngineeringEnterprise 2.351%TMAD/TaylorandGaines 2.625%GhafariAssociates 1.908%

Post(2011)providessomefurtherinsightregardingtheprofitdistribution:

UndertheCastroValleyIFOA,eachnonSuttersignatorygetspaid itscostsbasedonaudits.Sutterpaysout50%oftheprofitpoolatagreeduponprojectmilestones.Designerstypicallyreceiveprofitearlierthancontractors.Sutterpaystheother50%atcompletion,assumingithasnotoverspentthecontingency fund. Inthatevent,profitscoveroverage. Ifnecessary,partnersarerequiredtoreturnprofitalreadydispensed.Anymoneyleftinthecontingencyfundissplit5050betweenSutteranditspartners,accordingtotheirshareofrisk.

3.1.4 TECHNOLOGY

ScopeofModelingThe IFOAmemberswere required to provide their designs in a 3D objectbased format.GhafariAssociateswasresponsible fortheplanning,coordination,workflowsandtechnologiesrequiredtomaintain alignment between the parties. Table 9 lists each members scope of modeling andsoftwareused.

Table9ScopeofModelingandSoftwareUsedontheSMCCVProject(Eastmanetal.2011)

FIRM ROLE MODELSCOPE MODELSOFTWARE

SAHCO DesignAssistMechanicalSubcontractor

FabricationlevelmodelsofHVACandPneumaticTubesystems

AutoCADCADDuct

J.W.McMlenahan

DesignAssistPlumbingTradeContractor

Fabricationlevelmodelsofplumbingsystems

AutoCADCADMEP

TransbayFireProtection

DesingBuildFireProtectionSubcontractor

FabricationlevelmodelsofFireProtectionsystems

AutoSPRINK

MorrowMeadows

DesignAssistElectricalSubcontractor

FabricationlevelmodelofElectricalandCabletray

AutoCADCADMEP

CapitalEngineeringConsultants

MechanicalandPlumbingEngineers

DesignmodelforMechanicalandPlumbingsystems

CADDuctDesignLineAutoCAD

TEE ElectricalEngineers DesignmodelforElectrical AutoCADDPRConstruction

GeneralContractor Modelsofdrywall,misc.supportsandsteel;Developingquantitiesandcostestimatesfrommodel

Revit,AutoCADArchitecture,TimberlineEstimating,InnovayaVisualEstimating,StrucSoftMetalWoodFramer,AutodeskDesignReview

TTG StructuralEngineer AnalysisanddesignmodelforStructure

ETABSRevit

37

ISAT SeismicSupportContractor

Seismicsupportmodels AutoCAD

Sparling AutoCADISEC CaseworkContractor Caseworkmodels RevitDevenneyGroup

Architect Architecturaldesignmodels Revit

MultipleParties N/A Clashdetectionandcoordination

AutodeskDesignReview,AutodeskNavisworksManage

HarrisSalinas/GregLuth

RebarTradeandRebarDetailer

FabricationlevelRebarmodels

TeklaStructures14

HerrickSteel StructuralSteelSubcontractor

FabricationlevelStructuralsteelmodels

TeklaStructures

StrategicProjectSolutions

SoftwareSupplierforSchedulingandSupplyChain

LastPlannerSystemaswellassystemtomanagetheProcessmappingprocess

StrategicProjectSolutionsProductionManager(notamodelcreationsystem)

GhafariAssociates

ProcessConsultant BIMCoordinationandProcessmapping

BentleyProjectWiseCollaborationSystem(notamodelcreationsystem)

OwnerRequirementsSutterHealthexplicitlystatedtheprojectgoalsfromtheoutsetincludingtherequirementsforBIM.SeeTable10forSMCCVProjectGoalsfromChristianet.al.,2011.

Table10SMCCVProjectGoals(Christianet.al.,2011)

IntroductionAproject isnotconsideredsuccessfulbytheownerunless itmeetstheownersgoals.Oftenthesegoalsareunstated,notclear,varywithtime,orvarywiththeindividual.Onthisprojectthiswillnotbethecase.Thegoalswillbeexplicitlystatedinthisdocument.GOAL1:StructuralDesignCompletionThe first incrementalpackagewillbe submitted toOSHPD for reviewno later thanDecember31,2008.GOAL2:ProjectCostTotalcostoftheprojectshallnotexceed$320,000,000.GOAL3:ProjectCompletionThereplacementhospitalshallopen,fullycompleteandreadyforbusiness,nolaterthanJanuary1,2013.GOAL4:HealthcareDeliveryInnovation

Cellularconceptofhealthcaredesigntobeutilized Controlcenterconcepttobeutilized Electronichealthrecordsystemimplemented

GOAL5:EnvironmentalStewardshipMeetanyoneofthefollowing:

ThestandardsforcertificationontheSILVERlevelperLEEDforHealthcare(draftversion) ThestandardsforcertificationontheSILVERlevelperLEEDNCv2.2

GOAL6:The buicomplex

The SMfollowin

Theconprogressfurtherfurther(Ghafari

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LevelofBIM

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38

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39

Lambetal.(2009)ofDPRConstructionprovidesaninterestingexample:

Whenyouhaveapatient lift, ithasatrackofthreeorfourfeeteachthatsupports it.Ifyoudontknowexactlyhowmany liftsor supportsyouneed,youbegin toguess. Inaproject thathasverylimited interstitialspace,suchasSutterMedicalCenterCastroValley, theyhad to incorporate theexactmodelingforthesupports,patientliftsandradiology(seeFigure22).

Figure22:RenderedImageofaPatientRoom(SMCCVwebsite,accessedonOct.2011)

By using the model, the shear wall and slab openings for risers, piping and ductwork werecoordinatedandincludedinthestructuraldrawingsthatwassubmittedtoOSHPD.Theundergroundcomponentswerealsomodeledreasonablyindetailtominimizepotentialconflicts.(seeFigure23).(Post2011)

Figure23:UndergroundModel(GhafariAssociates,accessedonOct.2011)

BIMUsesClash/ConflictDetection

NavisWorks was used to combine the models from the various parties into one multidisciplinemodel. The team was then able to review the entire design collectively and understand theinterdependenciesbetweendisciplines.ByusingNavisworksmultidisciplinedesign issues suchas

40

physicalclasheswere identified.Throughcollaborationthe issueswereeitherresolvedonthespotorhighlightedforfutureactiondependentonthecomplexityoftheissueandtheavailabilityoftheparties.Inanumberofoccasions,theteammemberswerenotsurewhathadchangedsincethelastreview process thathad caused the conflict. In suchoccasions, aNavisWorks feature that colorcodes the changes in each model from its previous version was used to identify the changedcomponents.(SeeFigure24)(Khemlani2009)

Figure24:NavisWorksCapabilitytoHighlightDesignChangessinceLastReview(Khemlani2009)

EnhancedConstructabilityReviews

Construction members of the general contractor and subcontractors review the multidisciplinemodelonanongoingbasisandhavebeenabletoidentifyandresolvehundredsofconstructabilityissueswithoutaffectingsiteproductivity.Throughtheseconstructabilityreviews,theteammembershave increased design certainty resulting in lowered construction risk at site. As a result,substantially lower field changes, request for information, and rework is achievedon the SMCCVproject compared to similar projectswith traditional deliverymethods. For example, continuousconstructabilityreviewswerecarriedoutonthe interiorwallsandtheteamhadtorevisethewalldetailingtoensurealignmentandavoidinstallationconflictswiththeMEPsystems.(Christianetal.2011)

DigitalInformationExchange

Itwasdecidedfromtheoutsettoutilizeasmuch3Dtechnologiesaspossibletoeliminateriskandincrease certainty in design. It was also very important to be able to seamlessly transfer thedata/information from design to construction to eliminate duplication of work between projectparticipants. The 3D model information was digitally exchanged from design to detailing tofabricationtoconstructionontheSMCCVproject.(Eastmanetal.2011)

41

LaserScanning

Laserscanning technologies are employed to uncover the discrepancies between themodel andwhatisgettingbuildonthefield.Laserscannersareusedtoproducea3Drepresentationoftheasbuild building initially. The model is then superimposed on the scanned 3D representation tovalidatetheasbuildagainstthedesignlayoutasshowninFigure25:Left:resultfromlaserscanning.Right: Model superimposed on the laser scan to validate asbuild accuracy (SMCCV website,accessedonOct. 2011).By identifying the asbuilddiscrepancies earlyon, the teamwas able tomakeminoradjustmentstofuturecomponentsinadvanceofinstallation.Thescanneddatawasalso

usedtocreatetheasbuildmodelforhandovertoSuttersmaintenanceteam.(Post2011)

ProductionofReliablePaperDocuments

The IFOA team strived to create a detailedmultidisciplinary, fully coordinated 3Dmodelbeforeproductionofpaperdocuments.Thatway, thepaperdocumentswouldbenefit fromhighdesigncertainlyandrequireminimalrework.(Khemlani2009)

AutomatedCodeChecking

As shown in Figure26, SolibriModelCheckerwasused toperformautomated codechecking forcompliance with the building codes. Problems areas were identified early in the design whichallowedtheteamtocorrectthedesignwithoutmajorrework. Itwasrecognizedthateventhoughthis application is very useful and promising, there is still considerable amount of developmentrequiredtomakeitpracticalandcomprehensive.(Khemlani2009)

Figure25: Left: result from laser scanning. Right: Model superimposed on the laser scan to validate asbuildaccuracy(SMCCVwebsite,accessedonOct.2011)

42

Figure26:CheckingthemodelforaccessibilityandotherADAcodecomplianceusingSolibriModelChecker(Khemlani2009)

AutomatedQuantityTakeoffs

The teamhasbeenable to leverageon the reliabilityof themodel toextractmaterialquantitiesstraightfromthemodelfrequently(seeFigure27).Asthedesignevolvessodoestheaccuracyoftheautomatedquantitytakeoffs,whichkeepssimplifyingtheestimatingprocess.This informationcanbeveryusefulfortrackingquantitytrendsasthedesignevolves.(Khemlani2009)

Figure27:Thequantitytakeoffandtrendingforstructuralbracingautomaticallyderivedfromthemodelatdifferentstagesofthedesign(Khemlani2009)

43

ModelbasedCostEstimating

DPRConstructionhasdevelopedsignificantexpertisewithmodelbasedestimatingwithBIMandtheSMCCVprojectisoneofsuccessstories.AlthoughittookDPRseveralyearstooptimizethisprocessandworkthroughtheissues,theyarenowreapingsignificantbenefitsreducingturnaroundtimeonestimatesfrom8weekstoaslittleas2weeks.TheuseofTargetValueDesignrequiredtheteamtoassessthecostofdesignfrequentlyandmodelbasedestimatingprovedinstrumentalforachievingthat,althoughcertaincomponentscouldnotbederivedfromthemodel.3Dmodelcomponentshadto be mapped to cost assemblies in the cost databases in order to generate automated costestimates from the model. Figure 28 shows DPRs object parameters on the left side and themappedcostassembliescreatedinTimberlineontherightside.(Tiwarietal.2009)

Figure28:Mappingthe3DmodeltoCostAssemblyinTimberlinethroughInnovaya(Tiwarietal.2009)

Theteamwasabletoproduceacostestimateevery2weekswithconsiderablylesseffort.Further,byusingmodelbasedestimating the teamwasable to compare costdifferencesbetweendesignandconstructionalternatives,asshowinFigure29.(Tiwarietal.2009)

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Figure29:Costcomparisonofdesignandconstructionalternatives(Tiwarietal.2009)

InformationExchangeTheSMCCVprojectmemberswere located inmultipleofficesacross theUnitedStates invariousstates. It quickly became apparent that in an IFOA delivery method where collaboration andinformationsharing iskey,amethodtoallowtheentireteammemberstohavefastandrealtimeaccesstoproject informationwasrequired.PortalsolutionsandcrossofficeVPNsolutionsarenotpracticalasconsiderableuploadanddownloadtimesarerequiredthatdemotescollaborationandinformationsharing.

The team employed Bently ProjectWise for document control and model collaboration, whichconsists of eight gateway servers and two integration serves across the country (see Figure 30).ProjectWiseallowseachfirmtokeepandworkontheirfiles locallyandautomaticallysynchronizesthe contents across all servers so every teammember is able to have local access to all projectinformationregardlessoftheirlocation.(GhafariAssociates,accessedonOct.2011)

Whenaprojectteammemberneedstomodifyadocument,thatpersonisrequiredtocheckoutthedocument prior to making the changes. In the meantime, other members are notified that thedocumentisbeingworkedon.Oncethechangesarecomplete,thedocumentischeckedbackinandProjecWiseimmediatelyupdatesalltheserverswiththemodificationsmakingthemavailabletotheremaining members. Further, ProjectWise transfers only the changes resulting in optimizedsynchronizationtime.(GhafariAssociates,accessedonOct.2011)

45

Figure30:TheLocationofModelServers(GhafariAssociates,accessedonOct.2011)

3.1.5 THE PROCESSES

ProjectExecutionPlanningTheprojectexecutionplaninvolvedanumberofkeystrategiesaslistedbelow:(GhafariAssociates,accessedonOct.2011)

1. Projectaslaboratory:tocreateopportunitiestoassessvariousevolvingtoolsandtechnologiesquicklyandadoptwhatisappropriatetomeetprojectgoals.(Examples:Modelbasedestimating,andautomatedcodechecking)

2. Understandtheprocess:beforestartingdesign,theteamwillallocateadequatetimetoplanthedesignprocess.TheIPDteamusedValueStreamMapping,aleantool,tomaptheirworkflowstepsatappropriatelevelsofdetailtohavemeaningfulcrossdisciplinediscussionstoidentifyvalueaddedstepsandreducereworkloops.

3. ManagebyCommitments:onceflowofvalueisunderstood(viavaluestreammapping)membersoftheteammakecommitmentstoeachothertocompletethereleasedactivitiesandremoveconstraintstoreleasedownstreamactivities.

4. OffsitefabricationandPreassembly:designersworkwiththetradepartnerstomakedesigndecisionsthatleadtoincreaseduseofoffsitefabricationandpreassembly.

8 file Servers

25,000+ documents

25+ Gigs of data

1075+ folders

1337+ CAD files with XREFs

285+ users

59 Groups/Companies

10+ Revit 3D Models

100+ AutoCAD 3D Models

Latest copies available to the team at any time and from any

location

DATA EXCHANGE NETWORK

46

5. BuildingInformationModeling:theIPDteamwilluseBIMtotheextentpossibletocoordinateconstantly,shareinformation,andincreasethereliabilityandcertaintyinthedesignsoitcanbedirectlyusedforfabricationandpreassembly.

6. DirectDigitalExchange:informationwillbereusedratherthanrecreatedtotheextentpossiblethroughmodelbasedestimating,detailing,coordination,automatedfabrication,andscheduling.

7. RealtimeAccesstoInformation:allteammemberswillbeabletoaccessprojectinformationatanytimeandregardlessofwherethisinformationiscreatedorstored.

AnotableactiontakenbytheprojectteamwastodelaythestartofdesigninordertoprovidemoretimetotheOwnertofinalizetheclinicalprogram.Delayingthestartofdesignonaproject,thathasscheduleasamajorconstraint,mightseemcounterintuitive.Howeverbydelayingthestartofdesigntheteamachievedthefollowingtwokeyadvantages:1)anunderstandingofwhatexactlytheownerwants(toapracticalextent),and2)athoroughunderstandingofthedesignprocessandworkflow.

While waiting for the Owner to finalize the clinical program, the team work continuously onunderstanding the design process to shorten the overall duration. The team members workeddiligentlyonValueStreamMappingwhichprovidedthemwithavisualrepresentationofthedesigninterdependencies.Oncetheinterdependencieswereunderstood,valueaddingandwastereducingexerciseswereperformedtomakethedesignprocessasefficientaspossible.Remarkably,theteamwasabletoreducethedesignprocessby8month.(Alarcon2011)

WorkflowsAlarconetal.(2011)providesomeinsightonhowtheteammanagedtheworkflowsandhandoffs:

Recognizingthatriskswouldmanifestthemselves inthecourseofdesign,theteamcreateddesignworkflows and did so in a highly visual and explicit way. Development of the design workflowengagedtheentireteam.Theypresentedtheirwork inaneasytodigestformatforthepurposeofsolicitingconstructivedebateaboutwhat itwouldactually take tocompletedesign inaway thatincreases certainty and minimizes risk. This process helped the team buy into the process andpracticalconversationofIsthisreallywhatisgoingtohappen?,Isthatreallywhatyouaregoingtodo?,Isthatenoughtimetodo it?,Is itreallygoingtotakethat long?,aswellasWhyareyoudoingthat?,Whydoyouneedthat?,etc.Christians(SuttersPM)instinctisthatwithoutthat,theteamwouldnothavebeensuccessful.

TheaboveprocessisreferredtoasValueStreamMappingwhereallstepsofaworkflowareshownandthepurposeistofindvalueandtoreducerisk/wastefromtheperspectiveofthecustomer(seeFigure31).Attention isgiventounderstandtheprerequisitesforcommencementofeachtaskandsubsequenttasksthataredependentonthecompletionofeachtaskathand.Interdependenciesforcompletingthedesigniswellunderstoodthisway,andcommitmentsaremadebetweenpartiestoallow releaseofdownstreamtasks.As thedesignevolvessodoestheplan.The teamreviews theplanona regularbasisandasmore informationbecomesavailable, tasksgetadded,modified,orremovedfromtheprocess.

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Figure31:ExamplesofValueStreamMappingatdifferentstagesofthedesignprocess(Khemlani2009)

Thegoalwas todesignandacquiredesignapproval fasterandwithmore cert