6. Circa CT1
• 8 storey, 14920m² GFA commercial
office building
• New relationships with all parties
• Subcontractors engaged after DD
• BIM included;
• Architecture
• Structure
• Limited mechanical
420 Flinders Street
• 7 storey, 12635m² GFA commercial office
building
• Builder and lead consultants from Circa
CT1
• Subcontractors engaged during DD
• BIM includes;
• Architecture, Structure
• Mechanical, Electrical, Hydraulics
• Fire
• Steel Fabrication
• 4D, 7D
Project Comparison
River Quay
• Traditional Tender
• Consultants carried over from a
previous project
• No contractor involvement until
after documentation
• BIM included;
• Architecture
• Structure
• Mechanical
• Quantity Surveyor
• Steel Fabrication, post
documentation
14. Circa CT1
• 8 storey, 14920m² GFA commercial office building
• New relationships with all parties
• Subcontractors engaged after DD
• BIM included;
• Architecture
• Structure
• Limited mechanical
420 Flinders Street
• 7 storey, 12635m² GFA commercial office building
• Builder and lead consultants from Circa CT1
• Subcontractors engaged during DD
• BIM includes;
• Architecture, Structure
• Mechanical, Electrical, Hydraulics
• Fire
• Steel Fabrication
• 4D, 7D
Project Comparison
15. APR DECAUGMAY JUN JUL SEP OCT NOV
420 Flinders Street
MAR
DESIGN DEVELOPMENT
CONSTRUCTION DOCUMENTATION
SCHEMATIC
DESIGN
SUBCONTRACTORS (MECH, ELEC, HYD, FIRE)
Circa CT1
CONSTRUCTION DOCUMENTATION
DESIGN
DEVELOPMENT
SUBCONTRACTORS (MECH, ELEC, HYD, FIRE)
2011
APR DECAUGMAY JUN JUL SEP OCT NOVMAR
2012
Key Differences
17. Issued for construction
29th June
Issued for construction
7th September
Issued for construction
9th November
Issued for construction
30th November
Staged Documentation
21. One way digital
communication
Two way digital
communication
Traditional
communication
Legend
Cardno
(Landscape)
Hollywood
Plumbing
(Hyd Subcontractor)
Hutchinson
Builders
(Builder)
SDF Electrical
(Elec Subcontractor)
Firerite
Services
(Fire sprinklers)
Microfire
(Fire alarm)
Yong Feng
(Screen
Subcontractor)
XL Precast
(Precast Concrete
Subcontractor)
MCG
(Certifiers)
MWA
(Acoustic)
Lambert &
Rehbein
(Traffic)
FM Performance
ideas!
(Facilities Management)
BVN
(Fitout Architect)
Lancini Group
(Client/Building
Owner)
Hunter
Construction
Services
(Client Rep)
WSP
(Mech, Elec,
Fire)
Bornhorst &
Ward
(Structural & Civil)
WSP
(Hydraulic)
VAE Group
(Mech
Subcontractor)
Casa
Engineering
(Steel
Subcontractor)
Inhabit
(Façade engineer)
Arkhefield
(Project Architect
& Integrated
Delivery
Manager)
Consultant
Sub-Contractor
Contractor
Client
Facility
Management
Project Team Structure
22. • Major BIM collaborator
• Prior relationship equalled
TRUST
• Motivated to learn
• Integration of structural and
architectural models was a
key joint goal
• Change in communication
critical
Bornhorst + Ward
Structural Engineering
23. • Major BIM collaborator
• Contracted initially for
mechanical services, later
contracted to model fire
services and cable trays for
other subcontractors
• CAD Duct caused difficulties
translating model information
into BIM
• Unfamiliarity with Design
Development process
• Benefitted greatly from
prototyping process as the
mechanical services are
being fabricated in Brisbane
and shipped to Townsville.
VAE Group
Mechanical Subcontractor
24. • Lead services consulting
engineer
• No documentation beyond
Design Development
• Engaged by Hollywood
Plumbing (plumbing sub-
contractor) to model
hydraulics services in Revit
WSP Group
Mechanical, Electrical, Hydraulic and Fire Services Engineering
25. • Started in Jan 2013, after
construction documentation
was completed.
• Model has been incorporated
into both Revit and
Navisworks and checked
against existing structural
steel modelling and
architectural detailing.
CASA Engineering
Steel Fabricator
26. • Consultants novated to Hutchinson’s during Design Development.
• Influential in getting subcontractors to contribute to the BIM.
• Hutchinson’s Primavera construction programme was integrated into the Navisworks BIM.
• Foreman on site is making use of the Navisworks model to supplement existing documentation.
Hutchinson Builders
Contractor
Schedule comparing planned vs. actual build progress using the
Navisworks model.
27. Clash Detection
4D Timelining
Export for FM
Static
Documentation
Base model
‘background’
Dynamic
BVN
(Fitout
Architect)
FM Performance ideas!
(Facilities Management)
VAE Group
(Mech
Subcontractor)
Casa
Engineering
(Steel
Subcontractor)
Navisworks Model
Arkhefield
(Architect)
Bornhorst & Ward
(Structural & Civil)
WSP
(Hydraulic)
Integrated Revit Model
Hutchinson
Builders
(4D)
RVT
IFC
Model Workflow
28. Associate / Project
Architect
Integrated
Delivery Manager
Model Manager
/ Architect
Senior
Architectural
Technician
Architectural
Student
Principal
Interior
Designer
Architect
Senior
Architectural
Technician
Arkhefield Team Structure
29. BIM Execution Planning
• Initially driven by us, the Fast track, D & C compressed time frame
limited our ability develop and resolve the BIM EP fully
• Based upon NATSPEC template, the initial documents are overly
complicated and daunting
• Ideally should be managed and driven by the architect, with authority.
31. Embracing Change
• Structural engineer modelled concrete to architects dimensional set
out requirements
• Architect used structural engineers and subcontractors services
models for integrated documentation
• Communication urgency and forward planning
• Prototyping the building rather than documenting a contract
38. 100 200 300
Briefing / Pre Design Conceptual Design Schematic Design Developed Design
400 500 600
Contract Documents Construction Post Contract
LOD: Level of Development
45. Concrete set out
drawing – model
elements from
structural model,
all dimensions
provided by
architect.
Linking the structural, mechanical, hydraulic and steel fabrication models into our Revit model.
Confirm detailing
with the steel
fabrication model
in Revit during
CA
Documentation
47. Facilities Management
By considering the FM Ready modeling requirements at the initial stages, it
is possible to produce a model that is useful throughout the full building
Lifecycle.
• This is important to the client, as:
the majority of the interoperability losses are borne by owners, and
the majority of expenditure is incurred during the operational phase.
A Hospital's maintenance cost
is equivalent to the capital cost
every two to thee years!!
12%
22%
66%
Planning, Design, & Engineering
Construction
Operations and Maintenance
NIST GCR 04-867, Cost Analysis of Inadequate
Interoperability in the U.S. Capital Facilities Industry
• 66% of interoperability losses
are borne by owners
• $0.23/ existing SF/year
48. Facilities Management
• Objective:
To pilot Facilities Management integration as a learning exercise for the
key project participants.
– Client desired an FM Ready model
– Not mandated in the Contract
– Approach freed participants to invest in innovation without contractual risk.
49. Facilities Management
• Process:
1. We Specified FM Ready Model requirements.
2. We Clarified throughout the project.
3. We Verified by integrating to a real FM system.
50. The Role of the Model in FM
The Model acts as the link between model elements and information to be loaded to the FM System.
1) COBie schedules (Construction Operations Building information exchange) contain most of the data
2) Commissioning & Handover Documentation is linked to the model
Revit + COBie Plug-in
COBie Schedules
Facility Management
System
Input from
Consultants,
Contractor and
Subcontractors
Navisworks
Commissioning
& Handover
Documentation
51. The Role of the Model in Commissioning & Handover for FM
52. The Role of the Model in Commissioning & Handover for FM
The handover information is linked to the objects, equipment systems and
major assets and is accessible easily via the model.
53. The Role of the Model in Commissioning & Handover for FM
E.g. Isolate the AHUs and select an object to see all linked information.
Retrieve all relevant documentation (e.g. specs, test reports, technical
information, manufacturer’s data, etc.)
54. The Role of the Model in FM Operations
The Model acts as the visual navigation interface for integrated FM Applications
55. FM iBIM Video Demonstration
Visual Navigation Interface Demonstration Scenario:
We are currently working in our FM Work Order system, checking real-time
operational performance stats - when we get a call about the air conditioner
in Retail 1.
• Before we create a work order we want to identify the unit
• Check to see if a service request is already in the system
• See if this type of unit has issues in other locations
57. Facilities Management
• Learnings
Stakeholder and project team engagement, clarity and commitment
is key.
Process is more about identification and management of
assets and information critical to operation.
Remember the ultimate audience for the model and
keep naming/description conventions consistent and de-jargoned.
Once the participants know what is required there is relatively little
ongoing overhead for them contributing to an FM Ready model.
58. Consultants Contractor Facility Manager
Building Asset Management
Enabling the continuity of asset information through the briefing, design, construction,
commissioning and operation phases of project delivery.
OperationsCommissioningConstructionDesignBriefing
Contractor
Sub-contractor
Consultants
Contractor
Sub-contractor
Collaborative
Design Data
As Built
Information,
Warranties
and
Certificates
Operations and
Maintenance
Data &
Performance
Analysis
Revit
ArchiCAD
Zuuse
SmartSight - iBIM
Maximo
Zuuse
Navisworks
ZuuseContractor +
Sub-contractor
Architect
Structural
Engineer
MEP Consultants
Contractor
CAD Duct
Tekla
StruCAD
59. • Model collaboration pushed within the limitations of Revit for a phase 2B project.
• Changes of communication processes and forward planning are key.
• Significant time investment required to manage BIM processes.
• BIM Execution Plans will become a vital document, ideally should be managed and
driven by the architect with authority.
• Design and Construct projects are conducive to the delivery of a phase 2B project.
• Principle agreements between clients, contractor, consultants and subcontractors need to
be in place early. This enables ownership and reward to motivate engagement.
Outcome Summary