Perth Children's Hospital - A BIM Case Study

Building Information Modelling

Perth Children’s Hospital BIM Case Study

Obawemimo Aina #1610606 MSc Construction Project Management May, 2017.

PERTH CHILDREN’S HOSPITAL

(Word Count: 3300)

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Table of Contents 1.0

Executive Summary

3

2.0

Project Overview

4

2.1

4

Project Chronicles

3.0

PCH BIM Approach

5

4.0

Conceptual Design Stage

6

4.1

BIM Consideration

6

Data Evaluation

9

Data Management

10

Digital Information Exchange

10

Enhanced Build-ability Reviews, Accurate Geo-Tagging

10

People Involved

11-12

4.2 5.0

6.0

7.0

8.0

BIM Effect on Multidisciplinary Collaboration

12

Faster Project Delivery

13

Improved Communication

13-14

Better Coordination

14

New Business Generation – Competitive Advantage

15

Enhanced Project Collaborative Workings

15

Improved Information Management

16

Improved Quality and Performance

16

Project Lifecycle

16

6.1

BIM Consideration for Project Lifecycle

16-17

Design and Coordination

17

Operations

18-20

BIM Challenges

20

Software Challenges

20

Indefinite BIM Deliverables

21

Model Ownership, Burden of Accurate Information

21

Burden of Accurate Information, Lack of BIM Experience

21

Lack of BIM Experience, Hardware Challenges

21

Inadequate Time Frame

21

Too Much Dataset

21

Lack of Suitable Industry Standards

21

Quality Assurance Issues

22

Conclusion and Recommendations

22-23

Reference

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BIM REPORT Perth Children’s Hospital Case Study 1.0

EXECUTIVE SUMMARY

This report summaries the findings on the Perth Children’s Hospital (PCH) executed with BIM as a fundamental component of its design and construction process. The aim of this report was to critically examine;

• The contribution of BIM at the conceptual design stages and the identification of the professionals involved.

• The effect of BIM on collaboration.

• The consideration of BIM across the projects life-cycle.

• The BIM challenges in relation to application of industry standards and protocols.

Figure 1. Perth Children’s Hospital.

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Source: News, 2017.

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2.0

PROJECT OVERVIEW

Type to enter text

Figure 2. Side view of Perth Children’s Hospital.

2.1

Source: Heaton, 2015.

Project Chronicle

The PCH will provide a combination of innovative medical technology, creative appeal and exquisite design physiognomy to promote patient’s rehabilitation. It will contain 298 beds (inpatient & outpatient), ambulatory services, and 12 operating theaters. It is the regions only pediatric trauma center (Holland, 2017).

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3.0

PCH BIM APPROACH

Upon the appointment of John Holland (JH) as the main contractor (MC), a decision was made to implement BIM having envisaged the need for collaboration on a project of such magnitude, gravitating from the traditional paper based design process (DoT, 2014). The decision to apply BIM was based on the following;

• The realisation of the cost savings and efficiency offered by BIM technology.

• As an example, to AEC companies within Western Australia to demonstrate the benefits of using BIM. • A recognition that the BIM data collected will be a valuable source of data for asset management during the projects operational phase.

The PCH project was the first project to utilise BIM in the region (Western Australia), and as such required the involvement of organisations adept at using the BIM technology, which necessitated the involvement of PDC as BIM Consultants (see figure 2).

Figure 3. BIM Approach.

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4.0

CONCEPTUAL DESIGN STAGE

4.1

BIM Contribution

The conceptual design stage of projects is usually dynamic and full of creativity, importantly it is the time when cardinal decisions are made that affect the facade, performance and cost of the project (Macmillan et al, 2002).

However, the team being in its formative stage is disorganised and ill defined, hence utmost care needs to be taken for quick coordination of efforts. BIM emphasises the need to concentrate efforts early in the conceptual stage as a means of averting risks during the advanced stages of the project (Leon et al, 2015). Lu et al (2013), posits that BIM if used during the conceptual design stage improves collaborative working, improves coordination and productivity amongst multi-disciplinary project teams. See figure 4 for benefits of early adoption of BIM on construction and design process.

Figure 4. Early BIM Adoption.

Source: CSI Global Service, 2013.

BIM was applied for the development and establishment of building performance analysis in accordance with the employer’s information requirements (EIR). Tests conducted with BIM at this stage includes; daylighting, building orientation, energy consumption, building facade, operational lifecycle costs, spatial analysis and crane swing analysis (see figure 5) (Sanchez et al, 2015), thus achieving the projects BIM related objectives of:

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Table 1 OBJECTIVE

APPROACH

Visualisation of fully furnished spaces to fast-track decision making process.

Virtual walkthroughs and pre-defined camera positions.

Expedite collaborative working environment and model Frequent review meetings involving BIM managers. coordination.

Resolution of spatial coordination issues before construction commencement.

Figure 5. Crane Analysis.

Clash detection meetings and tools.

Source: Zhang & Hammad, 2011.

An oft-cited benefit of BIM is cost savings, and per PWC (2014), a reduction of 10 - 15% on project budget is seen with BIM implementation, BIM’s application in the conceptual design stage led to avoidance of unwarranted design changes as all possible scenarios were explored before arriving at a final design, axiomatically saving costs.

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Moreover, the cost of applying changes to design increases as the project progresses (Malkovic, 2014). The ability to impact on cost is more effective in the early stages and less so as it advances, see ‘Mcleany Curve’ figure 6.

Figure 6. ‘Mcleany Curve’ Effort and Effect Diagram. Source: Wormald, 2016.

The involvement of major stakeholders at this stage ensured that most risks along the supply chain were identified early and mitigated against.

A conceptual design stage workflow system was identified on this project which followed the flow (figure 7) identified

by Leon et al (2015), where all information requirements were captured early.

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Figure 7. Conceptual Design Stage Protocol. Source: Leon et al, 2015.

Other relevant contributions of BIM were in the areas of;

• Data evaluation • Data management • Digital information exchange • Enhanced build-ability reviews • Production of reliable paper documents Data Evaluation The information gathered with the application of BIM maintained momentum that was required for prompt decision making and the development of an effective mechanism that could convert and relay large data as inputs to the decision-making process, typifying that the flow of information and communication to all project stakeholders were enhanced (DoT, 2015).

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Information Feedback The feedback mechanism of BIM enabled designers to analyse alternatives that can improve energy efficiency, ventilation and natural lighting, a key driver in creating a healing environment for children.

Data Management The on-site team could easily monitor task status through handheld devices, the accuracy and visibility of information was enhanced through BIM project coordination (Sanchez et al, 2015). The interoperability between different software’s ensured that data wasn’t lost during information transfer.

Digital Information Exchange The ease at which information was shared and accessed made it possible for consultants to create and disseminate accurate schedules based on the information available in BIM in minutes of receiving the request. The contractor also used it for their quality assurance purposes and in demanding accountability from their sub-contractors (Sanchez et al, 2015).

Enhanced Build-ability Reviews Importantly, during the conceptual design stage, BIM aided the review of design options simultaneously and generated drawings such as plans, sections and elevations very quickly from the model, the schedules generated emanated from one single source of information ensuring consistency in details (Sanchez et al, 2015).

Accurate Geo-Tagging BIM allowed the geo-tagging of PCH from the model in real world space, ensuring accurate development of the design with real topographical information.

Production of Reliable Paper Documents Because of the accuracy of BIM data outputs, all paper documents from it were a reliable source of information.

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4.2

People Involved

For a project with a budget of $1.2 billion, it was only mandatory to have as much relevant stakeholders as possible involved in the concept design stage to reduce the amount of variations and cost escalation on the project. Figure 8 below was adopted from literature on the roles involved with the BIM conceptual design stage of the project.

Figure 8. Roles involved in the Conceptual Design Stage. Source: Adapted by author from extant literature, 2017.

And for the sake of clarity of the roles involved at this stage, below is a list of a few of their responsibilities;

Table 2.

Firms

Duties

HKS, COX & JCY

Concept Design

- Architects & Design Team

Schematic Design Detailed Design Construction Phase Review

PDC

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-BIM Manager

BIM Consultancy

NORMAN DISNEY & YOUNG (NDY)

BIM Consultants

-BIM Consultants

Clash Detection Change Management Laser Guided Services Setting out On site Quality Management Future FM Integration

Turner & Townsend

Service and facility planning

- Planners

Develop models of care Prepare stakeholders for a rapid design process Strategic Capital Planning advice

Unfortunately, a dedicated Facilities Management company wasn't involved at the concept design stage, but NDY ® and TTThinc ® offered facilities expertise. The project hasn't entered its operational phase therefore it is improper to assume that the failure to appoint an FM company early in the project would have debilitating effect on the assets operation, however appointing one would have had immense benefits for the project i.e., linking the design and construction phase with operational use of the asset taking into consideration asset efficiency, performance, sustainability issues and having overview of maintenance cost over several years.

5.0

BIM EFFECT ON MULTIDISCIPLINARY COLLABORATION

A key objective of the EIR is the existence of a multidisciplinary collaborative project environment based on trust, transparency and seamless communication (Sanchez et al, 2015). The interaction engineered through the application of BIM processes promoted collaboration between the client (GWA), the main contractor (JH), and the BIM coordinators (PDC) and other subcontractors.

The following are key areas where multidisciplinary collaboration generated value for the project team, client and end users as identified by PWC, 2014; Sanchez et al, 2015; Malkovic, 2014.

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Faster Project Delivery The ability to first build ‘virtually’ as a team to conduct critical analysis on the building design and performance issues, helped reduce the need for variation, alterations and delays, this drove team efficiency, led to cost savings realisation and increased the ‘value of whole capital project lifecycle development process’, and had great time saving effect, which led to faster project delivery (Sanchez et al, 2015).

Improved Communication Communication is the key to project success, it entails cost effective dissemination of accurate information to the right personnel at the right time (Kerzner, 2013).

Per the PMI (2015), the project environment is an information web or network of channels which often consists of 2way channels, number of channels N is calculated thus; N (N - 1) / 2 Where N represents the number of stakeholders communicating, therefore if 7 stakeholders communicate; 7 (7 - 1) / 2 = 21 21 2-way communication channels are created (see figure 8), and if communication breakdown occurs, chaos ensues.

Figure 9. Traditional Communication Interface Figure 9 above illustrates the traditional communication channels with all stakeholders interfacing with each other, which could lead to possible loss of information, misinterpretation of data or too much data to process, with this approach data is exchanged in an uncontrolled manner and may result in poor decision making (PWC, 2014).

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However, with the application of BIM, the PCH project could store data centrally between stakeholders and information exchange with BIM remained 2-way (see figure 10). This ensured that all project stakeholders could access the latest version of 3D models, and contribute to it. This approach effectively reduced the time lost in checking and running after latest versions of schedules, drawings and specifications. It improved communication process between team members through the reduction of the number of distribution channels.

Figure 10. BIM Information Exchange Mode Source: PWC, 2014.

Better Coordination Through the gathering of core competencies around the BIM model, joint decisions to address onsite issues were made promptly and efficiently. The ability to view BIM models from all angles, revealed problems at an early stage and allowed for correction without costly changes later in the project, this saved time as multiple design portions were edited simultaneously. It also provided project participants a clear understanding of the concept design so they can contribute to its development, while it ensured coordination of project consultants’ design inputs and assisted with conflict prevention between the designs. Through coordinated efforts, the digital design is produced faster and the information was used to visualise, simulate and analyse performance and estimate costs, leading to an economically and environmentally friendly design (see figure 11).

The contractors could conduct dry runs before the commencement of the proposed construction because of BIM application.

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Figure 11. Project Visualisation

Source: Factor Horizontal, n.d.

Other effects of BIM on multidisciplinary collaboration includes;

New Business Generation - Competitive Advantage

Improved on site Buildability

Enhanced Project Collaborative Workings

PDC through this collaborative project gained competitive advantage in the region through the evident display of BIM expertise that opened opportunities to new markets, thus using the project as a marketing tool for the organisation (Sanchez et al, 2015). JH also won a new $300m project in Adelaide, Australia (AEOL, 2016).

By using 3D models and 4D simulation, conflicts were avoided between scheduled contractors working near each other during preplanning coordination meetings. This helped reduce build-ability challenges prior to the commencement of construction activities.

The secretive and exclusive approach of designers often known as the ‘black box’ was done away with BIM application, giving room for better collaboration with other professionals. The architects didn't have exclusive control of the design process as BIM allowed other professionals to make contributions on the model.

While agreeing that BIM promoted collaborative working amongst multidisciplinary teams and presented numerous benefits to the project, while management was busy understanding and achieving the benefits of BIM on the project, some key issues slipped through their

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eyes which affected the morale of construction team i.e., the pay discrepancies between the projects technologists and construction personnel. Therefore, having a birds-eye view of project activities alone is not sufficient in ensuring project success, the welfare of site personnel should also take a prominent position, as low morale would have negative consequence on project delivery.

Improved Information Management

Improved Quality and Performance

The existence of an integrated database allowed for ease of reference to information which was enhanced by unique identifiers and the singularity of its storage environment. The clear documentation process and storage of design changes throughout the projects developmental phase helped in the resolution of claims and conflicts between multi-disciplinary teams on the project (Sanchez et al, 2015).

The integration of different disciplines as engineered by BIM ensures easier coordination between project members and enhances design optimisation, achieved through the frequent performance of ‘interference checking’ (ASHRAE, 2009). This was achieved through model checkers that read and translated various files which offered them the possibility of more rigorous quality checks from design to pre-construction stage thereby resulting in the reduction in requests for information (RFI) and variation orders.

6.0

PROJECT LIFECYCLE

6.1

BIM Consideration throughout the Project Lifecycle

Since the release of the Egan and Latham Reports (1994 & 1998) demanding the AEC sector reduces waste and delivers more value to clients, the industry has witnessed an increasing shift towards not only the delivery of quality buildings being reasonably priced and within schedule, but also encompassing services, beyond the quality design and construction being provided. Implying that clients demand a full range of services covering the projects life-cycle (Clayton et al, 1999). This represents a shift from project delivery to one centering on service delivery.

The government of western Australia was conversant with this focus shift and required conformance from JH to its dictates, BIM was defined in a PCH related document ‘as a process focused on the development, use and coordination of a digital information model of a building project to improve the building design, construction, commissioning, operation and maintenance’ (Sanchez et al, 2015).

JH thus approached BIM not as a separate integration tool useful during the design stage, but as an important value adding tool during project construction, and through commissioning in preparation for operational life-cycle of the asset, see figure 12 for illustration.

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Figure 12. BIM Project Lifecycle consideration.

Source: PWC, 2014.

The client requested the whole-of-life report be delivered within a BIM context. The reports required included; typical life expectancy of materials proposed, schedule of replacement and its estimated cost, a 30-year estimated energy cost hinged on various plant alternatives and an estimated 20 years’ maintenance cost (Sanchez et al, 2015).

The PCH project was executed in three phases; Design Management (DM), Construction Management (CM) and Operations Management (OM), with the phases further divided into sub-phases (see Table 3) to accommodate for the demands of the project, which then are subsequently broken down to activities and tasks for reflection on the Work Breakdown Structure (WBS).

Table 3. Project Life-cycle Phases & Sub-phases.

Adapted from: BIM Think Space, 2008.

Design and Construction The identified points below are the benefits realized through the implementation of BIM in the design, construction and operational phase of the PCH project as identified by Sanchez, 2015, PWC, 2014, Secora & PWC, 2014;

• BIM improved the design and documentation process within the project because of proper data integration and information sharing during contract administration.

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• BIM allowed asset managers to have virtual walk-through rooms and view equipment’s location as the architects put together the building models, allowing for immediate feedback on issues observed with the design.

• Spatial management particularly benefited from BIM, as it allowed the managers have visibility of the space and planned occupation well in advance.

• Leveraging on BIM reduced construction costs as clashes which would have been difficult to fix on site was detected early on the model and rectified.

• A reduction of approximately 10-15% of project cost was observed, and through the collaboratively created models, data was extracted from them that accurately and effectively facilitated construction cost and schedules.

• Adequate tracking and control of construction information was also made possible using BIM. • Data integrity was maintained as there was easy access to current information by the client and end-user.

Operations

• BIM was applied to the high-density layouts, to allow for improved access for installation and future maintenance of: 1. Utility Duct Assembly Area: BIM ensured that the utility components can be efficiently assembled into high density utility duct and defined the access path required for installation and mobility with the duct (see figure 13 & 14).

Figure 13.

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Figure 14.

This led to shorter installation time and improved access for the maintenance or change out of any component in the future. Consideration was also given for development as sufficient space was left to accommodate future use.

2. Review of Fire-door/Firewall Design Since asset data was already synced within BIM, object tagging was used to visually confirm design integrity (see figure 15) and future procurement can be made directly from the BIM database.

Figure 15. Fire door design integrity.

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• BIM improved the lifecycle outcome of the asset through better data management.

• By linking maintenance to risks, risk based preventive maintenance becomes affordable.

• BIM improved the accuracy of lifecycle cost forecast.

• It is an enabler of data management consistency across the project lifecycle.

7.0

BIM CHALLENGES

The PCH project overcame several challenges to achieve fruition, key issues arising from its use of BIM, an unfamiliar terrain for most of the contractors involved in its construction. Below are a few challenges experienced during the construction of this project;

Software Challenges Lack of available standalone BIM software solution that caters for all BIM uses, resulting to additional purchase of various software packages and plugins (see figure 14) to achieve required functionalities i.e., tracking and change management.

Some sub-contractors used software’s not compatible with Revit, leading to rework.

Figure 16. Different software packages used on the project.

A total of 167 different models were created with different software packages, these included; 25

Architectural models

38

MEP Models

1

Landscape model

1

Civil model

93

Sub-contractor models

9

Structural models

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A federated model was created for a weekly BIM model review, a further 16 specific reporting models were created for distribution to over 400 people (PDC, n.d.).

Indefinite BIM Deliverables BIM deliverables increased from phase to phase, revealing no definite process map from project inception.

Model Ownership Conflict on who owns the model at project end arose, as the contract was silent on the issue.

Burden of Accurate Information Accuracy of data is important in a BIM environment; it was therefore consequent upon the client to have clarity on the information they would require during the operational phase early in the project.

Lack of BIM Experience The BIM demands of the project required the availability of highly skilled professionals with BIM experience, this was however absent in the region. Training and workshop had to be developed for senior staff and sub-contractors to possess basic knowledge necessary to understand and exploit the potentials of BIM.

Hardware Challenges Update to project team member’s computers was required to gain access to the models. The server capacity was incapable of handling large data and the issue was compounded by the high number of people accessing the network.

Inadequate Time Frame Rework of design document had to be done because of inadequate time allocated for the design process.

Scope Creep The changes to agreed project scope and brief at start-up prevented certain benefits from being realised i.e., much lower project cost, and reduced project delivery schedule.

Too much Dataset The availability of different data for each life-cycle phase was considered a challenge when migrating to operations as certain data utilised during design and construction phase was considered surplus for asset management and maintenance and had to be removed. This can be blamed on inexperience of majority of the team as no standard guideline was available to identify and feed the necessary information for each phase into BIM, hence, all available information was dumped in!

Lack of Suitable Industry Standards Lack of available standard BIM protocols led to issues such as ownership of BIM models after project conclusion.

Availability of one would have raised the issue before hand and ownership rights would have been settled amicably.

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Quality Assurance Issues One of the disturbances of the project was the need to remove over 900 door frames as a failure of it not meeting the quality standards as required by Australian regulations. Click here for issues related to door frame. This could be blamed on the lack of experience of some project personnel to input the right information i.e., standards, laws and regulations into BIM which would have been noticed by checkers or the failure to follow proper BIM. Figure 17 is provided as a guide to necessary inputs into the BIM model.

Figure17. BIM lifecycle information view.

8.0

Source: BuildSmart Alliance, n.d.

CONCLUSION & RECOMMENDATIONS

The application of BIM on the project has shown the effectiveness of BIM even with not too experienced team members. BIM provided clarity of project risks by discovering issues at early stages of the project, to allow for effective mitigation.

The use of integrated systems allowed for quick exchange of information that allowed various design activities to be executed in tandem. Under normal circumstances, BIM facilitates the fast delivery of projects, however on the PCH project frequent scope creep negated the possibility of achieving that. Although other issues unrelated to BIM i.e., presence of lead in water source, presence of asbestos in roofing materials and political shenanigans contributed to affecting project timeline.

The benefits of implementing BIM – accurate quantity take off, less rework, lower cost, improved quality output and improved safety, are all obvious gains of implementing BIM and thus its gospel should be propagated.

The following are recommendations that would improve the use of BIM if applied;

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•

In ensuring optimised benefits, site management through BIM should be started early in the project.

•

Naming conventions, data structure, file format and BIM requirements for each stage of asset lifecycle should be pre-determined to avoid loss of data and loading BIM models with unnecessary information.

•

A governance protocol must be present to avoid conflict between project teams and client.

•

Early specification of level of BIM required would help in determining the level of detail and information required for various stages of project lifecycle.

•

Continuous BIM training for all project personnel.

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Malkovic, T. (2014). BIM tools help Engineers shape Perth Children’s Hospital. [online] The BIM Hub. Available at: https://thebimhub.com/2014/09/24/bim-tools-help-engineers-shapeperth-childrens-hos/#.WRBtqFPys9e [Accessed 8 May 2017].

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NewsComAu. (2017). Still no open date for Perth Children's Hospital. [online] Available at: http://www.news.com.au/national/western-australia/still-no-open-date-in-sight-for-perthchildrens-hospital/news-story/afd67739084f73fb876101594febf779 [Accessed 8 May 2017].

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6fc0a2076adb&documentId=141107cd-49ba-33d6-8534-cc47e8ae8fe1 [Accessed 8 May 2017]. prezi.com. (2016). APCC - Perth Children's Hospital. [online] Available at: https://prezi.com/nqyerxl1lgpa/apcc-perth-childrens-hospital/ [Accessed 8 May 2017].

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Sanchez, A., Hampson, K. and Mohamed, S. (2015). Perth Children's Hospital. Case Study Report. Sustainable Built Environment National Research Centre.

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