Owner: Blue Cross Blue Shield
CM/Builder: Dimeo Construction Company
Architects & Consultants: Symmes Maini McKee Associates
Bim Modelers/Consultants: Virtual Building Logistics (VBL)
E-mail Contacts:
DIMEO CONSTRUCTION:
Anthony Dematteo, VP Business Development - afd@dimeo.com
Paul Aballo, VP Construction - paballo@dimeo.com
SMMA:
Mark Spaulding, AIA, LEED AP - mspaulding@smma.com
VBL:
Harvey Phelps, President, COO hphelps@vblogistics.com
For the Blue Cross Blue Shield headquarters project in Providence Rhode Island the project team of Dimeo Construction Company – CM/Builder; Symmes Maini McKee Associates – architects, engineers, & interior designers; and modeling consultant Virtual Building Logistics embraced a process of multi-disciplinary virtual design integration - the result of which will be construction and occupancy of a new 327,000 sf 13 story LEED certifiable corporate headquarters in 17 months.
SUMMARY:
The challenges confronted by the team in achieving an integrated design process included;
Design Phase Challenges:
• Integration and model accuracy;
• Forwarding an accepted process for collaborative model use;
• Integration of the 3-D Rivet Architectural model with the 2-D structural, mechanical and electrical documents into one comprehensive model
• Develop model to be flexible and adaptable with various other platforms (ie. structural steel fabricators “connection model”)
Construction Phase Challenges:
• Coordination of the A/E/MEP/FP design by SMMA with the Structural
• Model developed by Canatal to be integrated with the MEP/FP model with added structural intelligence developed by VBL
• Converging varying systems platforms of the architect their in-house
• MEP and subcontractors into one model;
• Bridging various design and fabrication disciplines into a model that the team had full confidence in;
• Provide early answers for fabrication of steel precast, elevators prior to buyout of MEP Trades
• Coordinating multiple subcontractors modeling formats to integrate fully with the BIM model.
• To better lead and apply the talents of the subcontractors in the areas of productive fabrication and installation methods, including streamlining organization between the subcontractors and the design team.
• Enhancing various deliverable schedules for design and building materials.
BCBS and Dimeo’s integration solution began with the engagement of VBL, a full service CAD/BIM, Design Document Production, Modeling and Facilities Management Integrator. VBL served as a third party to support the team in working with the CM, the architect and their in-house structural/MEP consultants, construction subcontractors and vendors. VBL became the master integrator, updating and guaranteeing the accuracy of the building model while providing continuous support to all design and construction entities involved. While SMMA designed the project in a full architectural CAD platform with BIM integration, the BCBS and Dimeo project teams were intent on carrying the process through to the subcontractor and field construction level. VBL played a key role as a bridge to the actual field, subcontractor, design, and construction processes which this supported.
On the A/E side, SMMA’s Principal Architect/Project Director for the project, Mark Spaulding, AIA, LEED AP, recognized that the design team would need to move from design intent to constructability earlier than typical, even as they were increasing their skill with BIM tools. One challenge was early steel. The client’s selected site was already prepared for construction and the platform placed by the developer. Steel needed to be ordered immediately. But SMMA’s structural engineers were not facile with BIM software. In the interests of time and quality, SMMA designed the structure using standard tools, which VBL subsequently incorporated into the full model.
The process really got started at design development documentation. Early in design development VBL cross platformed a fully virtual model including structural and MEP/FP. This model proved to be the team’s “collaborative prototype” from which all parties could collaborate on deficiencies, analyze clash detection and work towards identifying ways of making the design more efficient and constructible. As the design evolved, VBL correspondingly translated and integrated the various file platforms, updating and maintaining the project’s virtual model. At each point the CM and design team benefited from working within the model to continue to improve building spatial relationships, constructability and MEP coordination.
Early in the project, SMMA also experienced some attitude adjustment. Project Manager, Gordon Brewster, PE, is a 30-year veteran, accustomed to embarking on project relationships with, as he says, “my guard slightly up,” expecting to defend design intent vigorously. The first working meeting that involved the full team’s interaction with the 3D model dramatically altered his thinking. “It was exciting, truly collaborative. BIM is transformational. If you have a builder who embraces the full application of Building Information Modeling, you have a whiz-bang opportunity for a great project; if not, you just have a 3-D model.”
As part of the BIM deliverables, VBL created a 3D construction phasing model to facilitate a better understanding of site logistics and subcontractor coordination. While viewing the phasing model Dimeo’s VP of Operations, Paul Aballo, noticed a potential issue with the curved glass curtain wall and its eventual construction and attachment to the building. At one point the curtain wall stood away from the building at over 16’ leaving plenty of room to work between the building and curtain wall. But after further review it was realized that the same attachment process could not be applied for the other end of the curtain wall because of the close proximity due to the wall curving back into the structure. This issue caused for an entirely new approach to the curtain wall construction before an issue in the field arose saving much needed time and cost.
Nearing the completion of the construction document phase and prior to the start of building construction, SMMA and VBL produced a fully coordinated structural, mechanical, electrical, and plumbing, engineering design. This, in turn, enabled Dimeo to develop and issue highly detailed and complete bid packages, far more extensive and advanced than typical. The integration process resulted in a high level of pre-coordination that assured major time savings by avoiding traditional issues such as identifying steel penetrations for MEP/FP systems, and MEP/FP trades not having to coordinate among themselves. Also, the traditional preparation of shop drawings, subcontractors shop drawings and coordination is completely changed. Instead VBL provides assistance to the selected MEP/FP, subcontractor further refining their shop drawings and design documents. This involvement also facilitates computer aided materials fabrication processes in the areas of structural steel, duct work and plumbing, further saving valuable time and enhancing the model for actual as-built locations and conditions of installation.
SMMA’s Brewster attributes much of the success to the team’s weekly meetings at the construction trailers. Architects, engineers, contractors, sub-contractors, construction coordinators sit before a flat screen monitor, going through the building model floor by floor, item by item. Meetings involve discussion and resolution on the spot. Brewster points out, “There are places where some system design elements don’t look at all like our original drawings, because of the quality of information available.” Spaulding agrees, noting “the ease of dialogue among architect, engineers, general contractor, and sub-contractors…. a change in the tenor of the conversation.”
As in all projects, theory and practice occupy two different realms and in this case issues such as subcontractors with great field performance but lacking in areas of understanding of BIM integration were mentored through the VDC process by Dimeo and VBL. Subcontractor software formatting issues such as, compatibility between conflicting software, were satisfied by using converting and bridging platforms developed exclusively for the project. Integration of theory and practice and the experiences gained between the CM/BIM teams on how, when, and where to address issues has come down to the communication in weekly or sometimes daily project meetings. Minimum weekly team meetings involving BCBS/Dimeo/VBL/Subs, addressed TQs, and RFIs and their eventual resolution or tabling for further discussion after investigation, have led to project success and owner satisfaction.
The results of the team’s collaboration are significant over traditional coordination methods in assuring accurate and complete integration of MEP and structural disciplines prior to the award of Mechanical and Electrical contracts and start of on-site construction. According to Dimeo Vice President of Construction Paul Aballo, “Much of the time traditionally spent (typically 22 wks for 15 levels vs. 12 wks with this process) early in construction to develop and approve shop drawings and coordinate drawings is instead used to refine design, conduct pre-installation planning, enhance quality control, and conduct earlier materials fabrication. In effect we are improving the project’s overall schedule and eliminating potential cost exposure.”