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Philadelphia, PA: Location of several MBP featured projects



BIM Changes Nothing and Everything Project Risk Management Five Ways Drones are Helping to Shape the Future of Our Industry

Take a look inside at MBP’s recent leadership transition




n a given year, I present on Building Information Modeling (BIM) and technology adoption in the construction industry at least a half-dozen times. In almost every presentation I ask the same questions: 1) Does your organization use BIM? Almost every hand goes up. 2) Have you been on a project that uses BIM? A few hands fall. 3) Have you personally navigated a model in the last month? Almost every hand goes down. 4) What about a set of plans? How many of you have looked at a set of plans in the last month? Almost every hand goes back up. Ideally, the number of individuals looking at a model should be the same as those using plans. In 2017, we should all be able to use a digital model to

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represent facilities and replace an analog set of plans. BIM is nothing more than a digital representation of a facility, yet 90% of our industry is focused on producing and using analog drawings. According to the Bureau of Labor and Statistics, the building construction industry consists of over 1.5 million professionals. This means 1.35 million people are not using BIM effectively and we wonder why, according to McKinsey & Company, 98% of projects are over budget or delayed.

Let us know how you fare. Take this brief five-question survey. THE BIM REQUIREMENT For a decade, major U.S. owners have been requiring the use of BIM. The

General Services Administration (GSA) established their first BIM guidelines in 2007, followed later in the year with the U.S. Army Corps of Engineers releasing their minimum modeling requirements. The Department of Veterans Affairs, Military Health System, and many other government agencies were not far behind. Since that time, numerous state and local owners have established BIM requirements. However, very few are using BIM internally. I estimate less than five percent of federal building professionals can successfully navigate a model. Even though they require BIM, they are not using BIM consistently and effectively on projects and typically fall back to paper plans to deliver their facilities. At most, they use digital plans rather than paper.

ROJECT DELIVERY THE MODEL REPLACES THE PLAN With BIM requirements established, few projects are delivered completely digitally and fewer yet are modelcentric. Typically, if implemented on a project at all, BIM is used for two purposes: drawing production using Revit, and coordination using Navisworks. After those services have been accomplished, the models are simplified into 2D drawings to communicate design intent and construct the facility. When developing my dissertation on the use of BIM throughout the life cycle of a facility, I came to the realization that BIM changes nothing

and everything. BIM does not change the purpose, but rather how the purpose is achieved. Meaning, we are getting to the same place, just taking a different route. Based on this understanding, where else can we use BIM beyond coordination and drawing production? As a start, we can use BIM for everything that currently requires a set of plans. BIM can be used to capture, generate, analyze, communicate, and produce great facilities. It can be used for everything from capturing existing conditions, analyzing solar gain, prefabricating assemblies, and managing

equipment, to something as simple as communicating design intent. THE CHALLENGE WITH CURRENT BIM DELIVERABLES Over the past decade, we have moved from the Rand McNally Atlas under the passenger seat to the stand-alone GPS, to Google Maps on our smart phones complete with integrated, live traffic data and potential hazard warnings. I rarely leave the house without turning on the GPS on my phone. Could we have pictured that just 10 years ago? Now, imagine for a minute that instead of using the data-rich Google


Maps environment, all we did was digitize our Rand McNally Atlas into a PDF on our smart phones. Most of us would still be using the paper map under the passenger seat, and would never experience being rerouted to avoid an accident ahead. PDF maps are the reality we live with in the construction industry. We often take a data-rich model and simplify it as a 2D PDF to view on our smart phones and tablets. Rather, we should realize that plans typically are no longer viewed at full-size. We should begin to optimize our plan for viewing on different screen types, just like modern websites respond to mobile, tablets, and computer screens. For example, why do we continue to put 16 details on a page, when they could just as easily be divided and put on an 8.5”x11” digital sheet? We no longer need to create enlarged floor plans of different areas of a plan. Instead, it would be better to put the entire floor plan on one sheet where we can easily zoom in and out. If we could use a model to zoom in and out, it would increase the level of detail as you get further in just like Google Maps. Consider how you could turn the MEP systems on and off just as easily as you can turn on and off traffic on a map. This could easily be done if we set up our models as deliverables to be viewed by others rather than a mechanism to create paper plans. SO WHAT? This is all well and good, but what can we do about it? First, commit to going digital and model-centric. If you are an owner, require and use the model; establish requirements for how a model is going to be used during the full life cycle of a project and make sure it is used to replace plans. One of the hurdles of a model-centric approach is few owners are willing to accept the model as a contractual document, much less the only 4 |

contractual document. Take the leap. Once you get the model, make sure it meets your requirements. Designers can now take the time spent to produce a set of plans and use it to produce a better design and model. Imagine how this extra time could be spent creating a better facility. Designers can begin to think of the model as the communication tool rather than a tool to produce plans. Contractors can use the model for more than coordination. BIM can be used for quantification, schedule visualization, asset and issues tracking, and so much more. However, what we observe on most BIM projects is that a select group of individuals has access to the model, while the majority rarely know the model exists. Recent developments around BIM applications allows accessibility and usability to models from any location, allowing everyone on the team to use the same model. Consultants need to be a part of the BIM conversation, and should not be reliant on secondary output of the model, rather they should use the native model data as much as possible. In addition to working directly with the model, design and construction teams need to work on collaborative platforms to maximize the benefits of BIM and reduce the duplication of effort. Everyone needs to be willing to share the information they have for the common goal of building great facilities. IF A PICTURE IS WORTH A THOUSAND WORDS, A MODEL IS WORTH A MILLION A model-centric approach requires model details to be at a much greater level of accuracy within the model than is currently being produced by most organizations. Therefore, we need to finish model and data standards such as the BIMForum LOD specilization. As a part of these standards, we need to develop

consistent model breakdown and view standards. After requirements and standards have been established, we need to make sure those requirements are being met. Just like a set of plans is reviewed for design quality, constructibility, and maintainability, a model should also be reviewed for these attributes. In addition to coordination checks, the model should be reviewed for completeness and integration of systems. LESSONS LEARNED Over the years of advocating for a model-centric industry, I have learned where there are stumbling blocks. It is interesting that most stem not from technological problems but rather a lack of motivation. ▪▪ Have a purpose – My purpose is to rid our industry of an extraordinary amount of waste. Know why your organization is implementing BIM and the objective you are trying to achieve. ▪▪ Consolidate – Focus on one process, one use, and one application at a time. After the new process has been established, get rid of the old process. ▪▪ Make it personal – Establishing your individual motivation is critical. We all need to be open to change, because the change is coming fast. Be ready and willing to share your story. ▪▪ Be fully committed – It is important to not digitize only parts of a project and organization, but instead work towards being fully digital and model-centric. Otherwise, more inefficiencies may be created than solved.

Ralph Kreider is Director of Digital Facilities at MBP and can be reached at



9 out of 10 projects worth $90 billion had cost overruns

Risks are inherent in construction projects. In fact, findings from a comprehensive study analyzing 258 transportation infrastructure projects worth $90 billion showed that 9 out of 10 projects had cost overruns.

However, most construction projects are executed without a clearly outlined plan to manage those risks that lead to cost and time increases, which can sharply reduce the potential for unanticipated overruns. Project participants do not need to accept adverse outcomes as inevitable, but can take an active role in proactively managing outcomes through project risk management. There are a variety of helpful tools that can be used to identify, quantify, and manage risks on capital projects. Four of them are highlighted below: TOOL 1: COST RISK ANALYSIS Cost estimates used to develop a project budget are just that – estimates. Actual costs are rarely, if ever, the same as estimates. This is because there is an inherent variability in the components (quantity and unit price of an item) that go into preparing cost estimates. For instance, a rock excavation estimated at 20,000 cubic yards could end up being 24,000 cubic yards in actual construction. Similarly, an estimated 25,000 linear feet of pipe, priced at $20 per linear foot, may end up 27,350 linear feet in actual quantity and $25 per linear foot in actual cost. In addition to the uncertainty of the estimate, projects face a host of external risks such as permit delays, unforeseen subsurface conditions, labor shortages, etc., which further impact the cost of a project. The traditional way of accounting for uncertainty and risk is to allocate a standard contingency in the budget. The exact percentage set aside may be different for each project and unique to each agency. If 9 out of 10 projects suffer cost overruns, the message here is that the traditional way of establishing cost contingency is terribly inadequate. Realizing this inadequacy in the budgeting process, an increasing number of agencies, public or private, have started performing quantitative risk assessments. At the planning stage, Cost Risk Analysis helps to answer the question: How much contingency do I need given the risks and uncertainty in this project? OUTLOOK | 5

When the project is already underway, is the remaining contingency adequate to account for the risks and uncertainty still facing the project? Cost Risk Analysis provides the project team an opportunity to mitigate risk, and prepares management for developing responses to the needs of the project early and proactively. TOOL 2: SCHEDULE RISK ANALYSIS The fundamentals behind the need for Schedule Risk Analysis is the same as that described for Cost Risk Analysis. Risks and uncertainty cause the schedule to suffer slippages resulting in project delays. At the planning stage, Schedule Risk Analysis helps to answer the question: How much duration is optimum for my project, given the risks and uncertainty? If the project duration is set too short, without adequately taking into account the risks and uncertainty of the project, contractors may place premiums on their bids to address a potentially unrealistic duration. If the duration is set too long, owners may incur unnecessary general conditions costs. When the project is already underway, Schedule Risk Analysis is typically performed to answer the question: Will my project be completed on time given the risks and uncertainty still facing the project? It allows the project team to develop a risk-response strategy in a time frame that is appropriate and specific to the project. TOOL 3: INTEGRATED COSTSCHEDULE RISK ANALYSIS Cost Risk Analysis generally calculates a cost contingency but does not account for the cost impact associated with schedule overrun. On the other hand, Schedule Risk Analysis calculates a time contingency but does not consider the cost overrun associated with schedule slippage. There is a more comprehensive approach to quantitative risk assessment, which involves the use of a cost-loaded CPM schedule for risk analysis. This methodology, known as the Integrated Cost-Schedule Risk Analysis (ICSRA), not only assesses the impact of risk and uncertainty to the schedule, 6 |

but also the cost impact to the project as a result of the schedule delay. TOOL 4: ONGOING RISK MANAGEMENT USING A PROJECT RISK REGISTER While the quantitative risk assessment tools discussed in the preceding sections are important in identifying risks and determining their impact to the project’s cost and schedule, it is equally important that the risks be monitored and controlled throughout the life of the project. One such tool is a Project Risk Register. A well-developed Project Risk Register allows the project team to prioritize risks based on their severity of impact and time horizon so that resources can be allocated where they are needed most to mitigate the risks. This is part one of a two-part series on Project Risk Management. In the next issue of the Outlook, we will take a look at how Federal agencies are increasingly mandating the use of quantitative risk assessment to validate cost and time contingencies set aside for capital programs. Sagar Khadka is Director of Project Risk Management Services at MBP and can be reached at




January 9 Building Innovation 2018: The National Institute of Building Sciences Sixth Annual Conference and Expo, Ralph Kreider, PE, PhD, presenting, “Technology-Enabled Facility Life Cycle Data Management,” Washington, DC

January 18 – 19 American Bar Association (ABA) Forum on Construction Law 2018 Midwinter Meeting, Fort Myers, Florida

February 15 Eastern Region of APPA (ERAPPA) Webinar, Ralph Kreider, PE, PhD, presenting, “The Reality of BIM: A Case Study in Successfully Transferring O&M Data to Your Operations and Maintenance Teams” April 12 6th Annual B2G Procurement Conference and Expo, Don Young, PE, CCM, F.SAME, representing CMAA on the panel entitled, “Associations, Organizations & Societies: Networking for Contract Opportunities,” Richmond, Virginia

After 13 years, MBP’s Chief Executive Officer (CEO), Charles E. Bolyard, Jr., CCM, PSP, CFCC, transitioned from that role. Mr. Bolyard is continuing to serve as Chairman and is remaining involved in the day-to-day operations of the business including client project work, strategic planning initiatives, client relationships, and mentoring, as he has for the past 27 years. As part of this leadership transition, MBP is pleased to announce that Blake V. Peck, PE, CCM, assumed the position of CEO, while continuing his responsibilities as President.

February 22 2018 Construction Law Winter CLE Program, Cary, North Carolina March 9 – 11 The Construction Law Committee of The Florida Bar Real Property, Probate, and Trust Law Section 11th Annual Construction Law Institute 2018, Orlando, Florida April 12 – 13 ABA Forum on Construction Law 2018 Annual Meeting, New Orleans, Louisiana October 4 – 5 ABA Forum on Construction Law 2018 Fall Meeting, Montréal, Canada

Christopher J. Payne, PE, CCM, took over the responsibilities of Chief Operating Officer (COO), and is continuing as Executive Vice President. This is an exciting time in the history of our firm. The transition of our senior leadership team is a step towards continuing the journey of shaping, innovating, and growing MBP’s position in our industry. Congratulations to Charlie, Blake, and Chris!


IKEA, Jacksonville, FL

DELAWARE One Virginia Ave Condominium, Rehoboth Beach

FLORIDA IKEA, Jacksonville


South Florida National Cemetery, Lake Worth

GEORGIA Davis Bacon Wage ComplianceDuluth Hospital Connector, Duluth GDOT VE Cherokee SR20 and Forsyth SR9, Jasper Marcus Cell Manufacturing Facility, Atlanta

MARYLAND Kensington Cabin, Kensington LaSalle Road Residential, Hyattsville Smithsonian Institution SERC New Dominion Building Geothermal Extension, Edgewater

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University of Maryland, Baltimore, Event Center, Catonsville



Boeing V-22 Future Factory, Ridley Park

Tesla Las Vegas Service and Sales Facility Renovation, Las Vegas

Haverford College, Magill Library Renovation, Haverford


Philadelphia Housing Authority Headquarters at Ridge Avenue, Philadelphia

Bridgewater Hills Corporate Center, Bridgewater

NORTH CAROLINA Chapel Hill High School, Chapel Hill Ft. Bragg Renovation Building, Fayetteville Monroe Bypass, Monroe North Carolina State University, Carmichael Addition and Renovation, Raleigh River Place, Wilmington Rutherford County - LS3P Master Plan, Rutherfordton

Philadelphia Housing Authority North Central Phase II Development, Philadelphia Philadelphia Zoo, Main Restaurant, Philadelphia University of Pennsylvania, Summer Turnaround Inspections 2017, Philadelphia University of Pittsburgh, Salk Hall Renovation Phase II, Pittsburgh Villanova University, Pavilion Natatorium HVAC Rehabilitation, Villanova

Tesla Las Vegas Service and Sales Facility Renovation, Las Vegas, NV

Villanova University, Pavilion Renovation, Villanova


Great Bridge Battlefield and Waterways Visitor Center, Chesapeake

Sullivan County Middle School, Blountville

I-64 Southside Widening and High Rise Bridge, Phase I, Chesapeake


James Madison University, Phillips Dining Hall, Harrisonburg

IKEA, Grand Prairie

VIRGINIA Alice West Fleet Elementary School, Arlington Blair Middle School, Williamsburg College of William and Mary, Landrum Hall Renovation, Williamsburg Eastern Virginia Medical School, Education and Academic Administration Building, Hofheimer Hall Renovations, Norfolk Goochland County New Animal Shelter, Goochland

Loudoun County Public Schools High School 11, Aldie Mallory Street Reconstruction, Hampton

Sudley Road Water Main Replacement, Manassas Virginia Department of General Services, General Assembly Building, Richmond Virginia Museum of Fine Arts, Robinson House Rehabilitation, Richmond Virginia Tech, Derring Hall Undergraduate Science Laboratory Renovations, Blacksburg

Portsmouth Boulevard/Nansemond Parkway Roadway Improvements, Chesapeake

Wolf Trap National Park for the Performing Arts, Renovate Theatrical State Rigging Machinery Systems, Vienna

Princess Anne Middle School, Virginia Beach


Route 220 Over Back Creek Bridge Replacement, VDOT Salem District

West Virginia University, Dentistry Spatial Feasibility Study, Morgantown

SCOT Facility, Newport News




The popularity of Unmanned Aircraft Systems (UAS), commonly known as drones, has continued to grow since their introduction to the consumer market. Drones have found a use in virtually every industry, with the construction industry being no exception. Construction teams are recognizing UAS as an invaluable tool that returns multi-layered data, while reducing cost and risk. With the ability to aid in site planning, surveying, progress monitoring, inspection, and safety, UAS are a powerful construction tool. With that said, there are some regulatory limitations surrounding their commercial use.

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THE BACKGROUND The popularity and capabilities of drones advanced faster than legislation could be established, resulting in them being virtually unregulated for several years. To address the demand, Congress included a section in the Federal Aviation Administration (FAA) Modernization and Reform Act (MARA) charging the FAA to develop a plan to implement UAS in national airspace. The MARA restricted the FAA from promulgating any rule or regulation regarding model aircraft; which is how recreational UAS are classified. However, due to the lack of any UAS

regulations, the FAA viewed commercial UAS as any other manned aircraft. With this classification came overly strict regulations (such as the requirement to hold a pilot’s license) that became an obstacle for commercial UAS operations. Four years later, however, the FAA released updated UAS specific regulations in the form of the Part 107 Small UAS Rule in August 2016. WHAT IS PART 107? Part 107 is a weight lifted for the commercial UAS industry offering much more reasonable and applicable restrictions to UAS operations than the previous regulations. Instead of the operator being required to hold a pilot’s license, the FAA introduced an aeronautical knowledge test, which upon passing, granted the operator with a remote pilot certificate. Although Part 107 is much less stringent, there are still some limiting regulations such as airspace authorization requirements and the prohibition of flying over people. However, all Part 107 rules are eligible for waiver, and applications typically take 90 days to be returned. THE USES OF UAS Due to the relaxed restrictions of Part 107, commercial UAS use has resumed its growth and popularity and is providing unique benefits. Today’s UAS have the capability to improve safety as well as provide photographs, videos, 3D maps, Building Information Models (BIM), and thermal images. These capabilities lend UAS the opportunity to be transformative tools in the construction industry. Here are just five ways UAS are helping to shape the future of our industry:

1. Safety is the most important consideration on any

project, and UAS are valuable tools in promoting safety on a jobsite. With the ability to view a site from above, UAS operators can easily spot unsafe conditions. UAS also increase project safety by potentially eliminating the need for human access in dangerous locations.

2. Project/site planning can be done through

either 2D maps or 3D models to obtain accurate representations of the site. In the case of 2D maps, project plans can be overlaid on a photo of the site to give detailed context to the plans. 3D models can be converted to BIM models and compared to the plan model to reveal any conflicts.

3. Surveying with UAS is accomplished by taking

hundreds of photographs of a site and combining them into a 2D map and/or 3D model to obtain elevations and contours. The models can be used for

measurements including distance, area, and volume. This process can be completed with a fifteen-minute flight and a few hours of processing time. These maps and models can be exported to other BIM and CAD platforms. While these models are not as accurate as models produced by light detection and ranging (LiDAR), they are accurate enough for rough quantification with an error of about 1% depending on the flight settings.

4. Progress monitoring is valuable to an owner

and stakeholders as it visually demonstrates and documents progress and the current state of the project. Using UAS, this can be accomplished by taking photographs from the exact same position over time and essentially creating a time-lapse to reflect progress. This can also be done from the ground with a handheld camera, but is much more comprehensive from an aerial perspective.

5. Inspection can be a costly endeavor, especially when the subject structure is difficult to access such as a bridge or a multi-story building. The cost savings of a UAS flight to inspect a structure are self-evident, as there is no need to provide human access to the structure since the UAS can be operated remotely. It should be noted that in most cases, UAS cannot replace human inspection, but can greatly improve its effectiveness by identifying areas that require future inspection.

TAKEAWAYS Drones can provide beneficial and efficient support on a construction project, but some considerations must be kept in mind. While a typical flight is around 15 minutes (as limited by battery capacity), generating 2D maps and/or 3D models generally requires several hours of processing time depending on the scope of the flight. Additionally, flights require a certain amount of planning including checking for airspace restrictions, analyzing hazards, and conducting a preflight checklist (mandated by Part 107). If a flight is planned inside of controlled airspace, the operator must obtain FAA authorization which can take up to 90 days to receive. While drone flights are fun and interesting operations, they must be taken seriously to ensure safe and beneficial operations. Caleb Wilson is an Engineer and UAS operator at MBP and can be reached at




MBP RANKED IN ENGINEERING NEWS-RECORD’S 2017 TOP LISTS MBP has once again been named as one of the nation’s top program management and construction management-for-fee firms by Engineering News-Record (ENR), a leading professional publication for the engineering and construction industry. MBP ranked #23 on the Top 50 Program Management Firms list, two spots up from last year, and at #33 on the Top 100 Construction Management-For-Fee Firms list, three spots up from last year.

MBP RANKED EIGHTH IN 2017 BEST PLACES TO WORK IN VIRGINIA MBP was ranked #8 in the large employers category as one of the 2017 Best Places to Work in Virginia. The annual list of the Best Places to Work in Virginia was created by Virginia Business and Best Companies Group.



MBP was recognized as one of the 2017 Best Firms to Work For by Zweig Group. MBP ranked #4 out of 47 in the Multidiscipline category.

MBP NAMED 2017 TOP WORKPLACE BY THE WASHINGTON POST MBP was ranked as one of the 65 highest ranking small companies in the D.C. area by The Washington Post as a 2017 Top Workplace.

MBP DESIGNATED A CERTIFIED COMMISSIONING FIRM MBP is pleased to announce that the firm was designated a Certified Commissioning Firm (CCF) by the Building Commissioning Certification Board. This designation demonstrates the highest standards for professional commissioning firms.

MBP’S DOMINION BOULEVARD IMPROVEMENT PROJECT SELECTED AS THE APWA MID-ATLANTIC TRANSPORTATION PROJECT OF THE YEAR The City of Chesapeake Department of Public Works was presented with the 2017 American Public Works Association (APWA) Mid-Atlantic Project of the Year Award for the Dominion Boulevard Improvement Project. The award was given in the Transportation, more that $75 million category.



MBP SELECTED AS APWA MID-ATLANTIC CONSULTANT OF THE YEAR MBP was presented with the 2017 American Public Works Association (APWA) Mid-Atlantic Chapter Consultant of the Year Award.

VIRGINIA TRANSPORTATION CONSTRUCTION ALLIANCE (VTCA) MBP’s Kemper Street Interchange project with the City of Lynchburg was presented with an Honorable Mention award in the projects less than $10 million category at the 2017 VTCA Transportation Engineering Awards. MBP’s Dominion Boulevard Improvements project with the City of Chesapeake was also an award recipient in the projects greater than $10 million category.

MBP RECOGNIZED AS A V3 CERTIFIED EMPLOYER MBP is pleased to announce it has been recognized by the Virginia Values Veterans (V3) program as a V3 certified employer. V3 is a Commonwealth of Virginia, Department of Veterans Services (DVS) program that provides resources and assistance to employers by helping them implement nationally recognized best practices in recruiting, hiring, and retaining veterans.

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Profile for MBPCE

MBP OUTLOOK Autumn 2017  

BIM Changes Nothing and Everything – Project Risk Management – Five Ways Drones are Helping to Shape the Future of Our Industry – Upcoming E...

MBP OUTLOOK Autumn 2017  

BIM Changes Nothing and Everything – Project Risk Management – Five Ways Drones are Helping to Shape the Future of Our Industry – Upcoming E...

Profile for mbpce