Barry McAuley, PhD Post-Doctoral Researcher 086 014 4853 bmcauley@cita.ie www.bicp.ie
BICP Case Study: Trinity College Dublin Business School (TBS) Background The Trinity College Dublin (TCD) business school project is part of a €295 million capital investment plan, outlined in the college’s 2014-19 Strategic Plan. The site is principally bounded by Pearse Street to the north; the existing railway line to the east; existing structures on Pearse Street, the Simon Perry building to the south west and the Botany building to the south. The proposed development will consist of a business school, innovation and entrepreneurship hub, auditorium, cafe and student accommodation with ancillary administration, staff and student uses. The building will comprise of six floors of lecture/office accommodation over two basement levels (13000 m2 gross floor area) linked to Nos. 183188 Pearse Street. The new building will house a 600seat auditorium, a smaller auditorium, a 140-seat lecture theatre and several smaller lecture halls. The innovation and entrepreneurship hub will provide incubator space and offices for businesses, to encourage links between students, faculty members and the business community. A roof garden will be located on the top floor. The development will also include the regeneration of Pearse Street. Figure 1 provides a CGI of the proposed building.
requirement. Scott Tallon Walker (STW) were appointed as lead Architects; Turner and Townsend as Quantity Surveyors (QS) and JJ Rhatigans as the main contractors. STW created a 3D model and used this to produce 2D drawings as the basis of the tender design. STW also prepared an Employer Information Requirements (EIR) document in consultation with TCD. JJ Rhatigans produced a model utilising a point cloud survey of the existing protected structures on Pearse Street. This enabled an accurate survey of the protected structures current condition. When the model was first produced a number of meetings and training programmes were undertaken to ensure that the whole project team where comfortable using the specified digital technologies. The QS worked closely with the project team to ensure an effective analysis in CostX and approximate calculation of quantity take-offs. As BIM presented a new way of working for members of the project team, the QS found that in instances the workflow was disrupted due to missing information within the model. The BIM Execution Plan (BEP) was structured in accordance with PAS 1192-2:2014. The BEP outlined the role of each design team member in respect to modeling requirements, collaboration and coordination procedures. Data was held in the Common Data Environment (CDE) which was structured in compliance with PAS 1192:2 detailing work in progress, shared, published documentation and an archive folder. The Level of Detail (LOD) was also outlined in the BEP.
Figure 1 – CGI of proposed TBS from Pearse Street
Project Team and Initial Design TCD specified that BIM should form part of the tender for the TBS. This would represent the first project tendered by TCD that had a BIM delivery
The Client’s Facilities Management (FM) enterprise system was aligned with the CDE. TCD designed a training platform to assist in upskilling the FM team.
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Construction Stage It was agreed from the outset that 2D drawings would still be issued where necessary. A suite of cloudbased platforms were used to enhance collaboration, reporting and documentation. This included BIM 360 Glue which is a cloud-based BIM management and collaboration product that connects the entire project team and enables access to the most recent project models. This permits the federated model to be managed and used on a daily basis. BIM 360 field enabled the team to manage issues, checklists, status and equipment systems information while out on site. BIM 360 docs was also heavily used throughout the project. This enabled the whole construction team to have real-time access to the most recent versions of digital plans and documents. These platforms were used to produce digital reports that could be viewed online or printed out as hardcopies. Figure 2 provides a CGI of the exterior of the TBS building from College Park.
The 4D Construction Sequence Model was linked to the construction programme and used to highlight site set-up, logistics, temporary works and provided an overview of work progress. Navisworks Manage was the primary tool used for clash detection. Clash resolution meetings were held on a regular basis.
Summary The application of BIM and its associated processes enabled the intelligent management of information which assisted in delivering significant benefits. The team faced a number of obstacles, which included poor software integration, lack of BIM skilled subcontractors and a continued reliance on traditional paper-based work methods. The project enabled the team to put processes in place to ensure these obstacles were actively addressed. Overall the TBS has proven to be a significant stepping stone for TCD on their BIM journey. Acknowledgements Tom Armstrong (TCD), Liam Farrelly (STW), Chris Ennis (JJ Rattigan). Case Study prepared by Dr. Barry McAuley (CitA/DIT), Dr. Alan Hore (CitA/DIT) and Prof Roger West (TCD). Published: June 2017
Figure 2: CGI of proposed TBS from College Park The correct application of these cloud-based platforms has enabled the more structured management of information satisfying the recent Building Control Amendment Regulations (BCAR) requirements. Information was linked back into the model and attached to the correct objects. An assessment form was used to gauge the level of BIM capability of sub-contractors. A full-time BIM Engineer was based on site to ensure that BIM processes and technologies were adequately applied.
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