Ca se Study: Intro to CVRB Ca se Study: Intro to CVRB LEED Gold - - PDF document

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Ca se Study: Intro to CVRB Ca se Study: Intro to CVRB LEED Gold - - PDF document

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UCSF Ca rdiova sc ula r Re se a rc h Building Inte g ra te d Proje c t De live ry a nd L Inte g ra te d Proje c t De live ry a nd L e a n Proc e ss e a n Proc e ss Ca se Study: Intro to CVRB Ca se Study: Intro to CVRB LEED Gold

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UCSF Ca rdiova sc ula r Re se a rc h Building

Inte g ra te d Proje c t De live ry a nd L e a n Proc e ss Inte g ra te d Proje c t De live ry a nd L e a n Proc e ss

Ca se Study: Intro to CVRB Ca se Study: Intro to CVRB

  • LEED Gold Certified

27 th h d l

  • 27 month schedule
  • Five Stories
  • 236,000 GSF
  • Construction $190M
  • Project $254M

Open wet labs, lab j support, offices, vivarium, and an

  • utpatient clinic

(OSHPD 3).

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IPD E volution IPD E volution

Owner Architect Contractor

T e a m Org a niza tion T e a m Org a niza tion

Owner UCSF Architect

SmithGroup Jim Jennings

Structural Eng. Rutherford & Chekene Lab Planners UCSF Cambridge CM GPR All Other Design Consultants

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T e a m Org a niza tion T e a m Org a niza tion

Owner UCSF Contractor

Rudolph and Sletten

Architect

SmithGroup Jim Jennings

All Other Trades

(lump sum bid)

Exterior Skin Walters & Wolf Structural Eng. Rutherford & Chekene Lab Planners UCSF Cambridge CM Electrical Rosendin Mechanical/ Plumbing Southland GPR All Other Design Consultants

T e a m Se le c tion T e a m Se le c tion

Owner UCSF f B t V l General Contractor All Other Trades Prequalification Selection Best Value Selection Exterior Skin Electrical Mechanical/ Plumbing Design Build

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Choosing the T e a m Choosing the T e a m

Select Team Members Based on Experience Personalities of Individuals on Based on Experience

Building Information Modeling (BIM) Integrated Project Delivery Design-Build for Key Trades L C t ti

Team Matter

Lean Construction Techniques

Pre qua lific a tion T e a m Se le c tion Pre qua lific a tion T e a m Se le c tion

  • Prequalification prior to low

bid process Fast Track Buyout – E l P k bid process

  • Prequalification Based on:
  • Management Experience with

Similar Projects

  • Management of DB Subs
  • Lean Construction

Early Packages

  • Integrated Team
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Be st Va lue Se le c tion Be st Va lue Se le c tion

  • Evaluate Contractors for:
  • Categories:
  • Categories:
  • Management Capability
  • Safety
  • Financial Strength
  • Labor Compliance
  • Relevant Experience

Divide Points into Bid

  • Evaluations are by Points

Earned in Each Category to Determine Lowest Cost Per Point

De sig n Pre se nta tion De sig n Pre se nta tion

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De sig n Pre se nta tion De sig n Pre se nta tion

Conceptual Massing and Orientation

De sig n Pre se nta tion De sig n Pre se nta tion

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De sig n F e a ture s De sig n F e a ture s

Architectural Features

Glass at Offices Metal Panel and Mesh at Labs Terracotta at Support Spaces

De sig n Pre se nta tion De sig n Pre se nta tion

Planning Concepts – Scientific Collaboration and Translational Research

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De sig n Pre se nta tion De sig n Pre se nta tion

Planning Concepts – Scientific Collaboration and Translational Research

De sig n Pre se nta tion De sig n Pre se nta tion

Planning Concept - Efficiency and Flexibility

No Rated Corridors Lab Floor Efficiency Ratio 0.76

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Ma ximizing E ne rg y E ffic ie nc y Ma ximizing E ne rg y E ffic ie nc y

Conceptual Segregation of Occupancies Horizontal Vertical Horizontal Vertical

Ma ximizing E ne rg y E ffic ie nc y Ma ximizing E ne rg y E ffic ie nc y

Conceptual Systems Integration with Planning

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Ma ximizing E ne rg y E ffic ie nc y Ma ximizing E ne rg y E ffic ie nc y

Architectural Features

Operable Windows at Offices Window Shading at Labs Minimal Openings at Vivarium

Ma ximizing E ne rg y E ffic ie nc y Ma ximizing E ne rg y E ffic ie nc y

Mechanical Design

Variable Speed Fans Low Velocity Air Systems Water Saving Plumbing Fixtures Building Systems Control

Electrical Design

Lighting Control Throughout g t g Co t o

  • ug out

Energy Efficient Lighting

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F

  • ur Ke y Conc e pts

F

  • ur Ke y Conc e pts
  • 1. Integrating

Technology

  • 2. Communication
  • 3. Dispute

Resolution

  • 4. Incentives
  • 1. Inte g ra ting T

e c hnolog y

  • 1. Inte g ra ting T

e c hnolog y

  • Whole Team in BIM

BIM C di ti M

  • BIM Coordination = More

Exchange of Ideas, Increased Commitment

  • Facilities Group on BIM
  • Define Team Member

R l i C di ti

BIM is a tool

Roles in Coordination

  • Foster Trust to Enable

Good Performance & Collaborative Approach

which makes IPD possible

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  • 2. Communic a tion
  • 2. Communic a tion

Creating the tone

  • Goal Setting
  • Big Room
  • Schedules

Pull Sessions Last Planner Last Planner

Goa l Se tting Goa l Se tting

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Big Room Big Room – – Cre a ting the T

  • ne

Cre a ting the T

  • ne

SMITHGROUP CAMBRIDGE SOUTHLAND ROSENDIN UCSF

  • All Key Members in
  • ne trailer

COMMON PROJECT VISION RUDOLPH & SLETTEN IOR W& W

  • ne trailer
  • Team Approach

Encouraged by owner

  • Blurring the lines

working as a team

Sc he dule Proc e ss Sc he dule Proc e ss

Remove constraints, make k d Weekly assignments, reliable promises, measure PPC, and learn

Phase/Pull Scheduling Lookahead Planning Weekly Work Plan

Set milestones, establish project duration

Schedule Detail

Specify handoffs, collaborative planning work ready

Master Schedule

Design Construction

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Sc he dule Proc e ss Sc he dule Proc e ss

Pull Schedule L Pl Last Planner

Inte g ra ting T e c hnolog y Inte g ra ting T e c hnolog y – – 4D 4D

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  • 3. Dispute Re solution
  • 3. Dispute Re solution
  • Clear, Fair, Process

Everyone Can Agree to Everyone Can Agree to

  • Set Clear Time Frames
  • Emphasize a

Collaborative Approach

  • Review Key Project

y j Process & Modify if Necessary

  • 4. Inc e ntive
  • 4. Inc e ntive –

– Construc tion Construc tion

  • Performance Based

Incentives Percent Planned Complete & S h d l Mil Incentives

  • Sharing Risk and

Reward

  • Set Up a Way to Share

the Reward Everyone Fails Together Schedule Milestone Based Incentive Program

  • Everyone Fails Together
  • r Succeeds Together
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Inc e ntive Inc e ntive – – Construc tion Construc tion

Planned P Planned Percent rcent Comple Complete (PPC) (PPC)

Percent Planned Complete & S h d l Mil

(PPC) (PPC)

  • Number of tasks

completed vs number of tasks planned

  • 10 tasks planned for this

week

Schedule Milestone Based Incentive Program

  • 8 tasks completed this

week

  • PPC = 80%

Inc e ntive Inc e ntive – – Construc tion Construc tion

SCHEDULE INCENTIVE SCHEDULE INCENTIVE MILES MILESTONES: Percent Planned Complete & S h d l Mil

  • Sept. 26, 2008:

Structural Steel Mobilization

  • Jan. 27, 2009:

Steel & Decking Complete

  • March 11, 2009:

SOG & Deck Pours

Schedule Milestone Based Incentive Program

SOG & Deck Pours

  • May 27, 2009:

Clinic Sheetrock & Taping Starts

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Inc e ntive Inc e ntive – –Pre Construc tion Pre Construc tion

Bidder Participation Incentive For MEP Trades

One Bidder Minimum Per

  • One Bidder Minimum Per

Package

  • For Every Bidder over Minimum

Contractor Receives $6K Incentive

For All Other Trades

  • One Bidder Minimum Per

Package

  • For Every Bidder over Minimum

Contractor Receives $2K Incentive

Inc e ntive Inc e ntive – –Pre Construc tion Pre Construc tion

Target Cost & Complete Buyout Incentive

Total Construction Cost at Bid Anticipated C t t V l

Must be Between

Contract Value ($175M) + 2% or -5%

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Inc e ntive Inc e ntive – –Pre Construc tion Pre Construc tion

Total Cost at Bid

. . . And If

Target Cost & Complete Buyout

Total Cost at Bid Scope Gap COs less than .5% Complete

Then

Incentive

At end of Construction

+ Constructability Omission COs less than .5% Complete Buyout Incentive Achieved

Be ne fits Be ne fits

  • Accurate Buy-out at Target Cost
  • Improved Schedule Performance

Greatest benefit is a successful project

  • Improved Schedule Performance
  • Greatly Reduced Risk of Claims
  • Improved Design Process
  • Improved Risk Management

Process During Construction

  • Improved Communications With

a successful project for the entire team

Stakeholders

  • Decrease in RFI’s and Submittal

Turn Around

  • Faster Decision Making
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Be ne fits Be ne fits

  • Cost Control from Beginning via

Integrated Team

Greatest benefit is a successful project

teg ated ea

  • Everybody’s ideas contribute
  • Early Integration of Installation

Criteria Lowered Risk for Owner

  • Constructability Resolved Early

a successful project for the entire team

Constructability Resolved Early During Design Stages

  • Predictability of Planning

Fewer Surprises

Improve me nts Improve me nts

  • Bring on CM/GC During

development of BOD D i b ild b t th

What To Do Differently

  • Design build subs at the

beginning of Schematic design

  • Further develop Incentive

Plan to include smaller subs and expand into design phase

Differently Next Time

design phase

  • Use Lean during Design

phase

  • Content of Building

Information Model

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Ke ys to Suc c e ss Ke ys to Suc c e ss

  • Everybody Part of the

Solution & Outcome Solution & Outcome

  • Culture of “How Can

We…”

  • Consensus Building
  • Owner Driven IPD

Process

UCSF Ca rdiova sc ula r Re se a rc h Building

Inte g ra te d Proje c t De live ry a nd L e a n Proc e ss Inte g ra te d Proje c t De live ry a nd L e a n Proc e ss