Professional Practice Case Study Series STAR SPANGLED 01 01 HEALTH VOLUME NUMBER

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Topics Covered: -Build Project Delivery Design-Bid-Build Project Delivery Interior Design Strategy Services Contracts / Risk Management Base Building Architecture Firm Management Complex Client Teams Project Details Learning Objectives Page 3 - 4 CLICK ON THE Professional Practice What’s ICONS TO BE TAKEN TO EACH CHAPTER Project Background Page 5 - 8 Case Study Series Inside? Project Delivery Page 9 - 10 A Design-Build Key Players Case Study Page 11 - 14

How to Use the Scenarios Foreword Page 15 - 16 At Gensler we are obsessively curious, driven to learn, grow, and explore new ideas. In this spirit, we aim to improve professional practice by providing thought leadership and rigorous industry Scenarios insights to students and professionals. The Gensler Professional Developing a BIM Model Practice Case Study Series is a suite of case studies developed by Page 17 - 22 Gensler design and delivery experts that provide a premier source of Scoping the Utility Tunnel applied knowledge and best practices in the design industry. Page 23 - 26 Project Time Line About Gensler Page 27 - 32 PURCHASE FULL Hot Air Gensler is an award-winning global design firm that partners with VERSION Page 33 - 38 clients to create innovative design solutions. As , , The Devil is in the Details planners and consultants, we help our clients achieve their measurable HERE Page 39 - 42 and organizational goals. Delivering projects at every scale, from a new urban district to a wine label, we serve our clients as Architectural Fins & Troubled Water trusted advisors, combining localized expertise with global perspective Page 43 - 48 wherever new opportunities arise. Questionable Rebar Page 49 - 54 For more information, visit www.gensler.com Show Me the Money Page 55 - 58

A Dark Day for Lights Page 59 - 62

Safety vs. Transparency Page 63 - 66

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How to Use This Case Study Learning Objectives This design-build case study carries readers through the life of a project, from its inception to completion. It provides background 1 2 3 Understand the unique Evaluate the impacts of project Develop negotiation information on budgets, funding, and contractual agreements in contractual relationships of a budget, schedule and scope in skills through evaluating order to have a broad understanding of the overall project. The design-build project and apply a variety of project situations, competing interests of various reader is then taken through a series of scenarios in which a these concepts to decision- debating possible solutions and stakeholders in a project design making in situational role-play. outcomes. and delivery process. challenge or potential challenge arises during the life of the project. Provided with key background information, a series of discussion questions or “considerations” are meant to challenge readers to ideate a solution and determine the best course of action. 4 5 6 Identify best practices for Gain an understanding of Understand concepts of team Throughout this case study, readers are also guided to coordinating information various roles in a design- and process management, supplementary professional practice educational references. between stakeholders build project and contractual accountability, dispute in a project, and debate obligations. resolution and negotiation, and Additionally, interactive links provide real-world examples to accountability in circumstances apply them to project scenarios. Gensler projects and thought leadership insights. where poor performance has impacted the project process. For more information visit www.gensler.com/academic-resources 7 8 Analyze the impact of Practice applying professional documentation and conduct and decision-making in a communication on variety of project scenarios, and accountability in a variety of from a variety of professional project scenarios. roles on a project team.

CASE STUDY SAMPLE COPY CASE STUDY SAMPLE COPY PURCHASE FULL VERSION HERE Gensler | Professional Practice Case Study Series 3 PURCHASE FULL VERSION HERE Gensler | Professional Practice Case Study Series 4 Skybridge Connection between patient room buildings

Patient Rooms 300 care suites spread Project across two buildings Public Shared commercial background space Courtyard Outdoor courtyard space Gensler Health & Wellness Practice Area with utility tunnel below FIGURE 1 Building Massing Diagram To view current projects visit www.gensler.com/expertise/health-wellness Project Funding

Star Spangled Health (SSH) is a health-care company serving the Star Spangled Health has assembled $50MM The state funding provided through this grant had Midwestern region of the United States. Amid a number of market USD for this project. More than three-quarters of two additional requirements. First, the building funds are provided by the state municipality on design and documents had to be shifts in the health-care industry, the company identified a need behalf of Star Spangled Health as part of a public approved by the State Authority on Building to enhance its and broaden its services to stay competitive. project to invest in health care within the region Design (SABD). This review process supercedes the Patients have a range of health-care options and attracting a (see Figure 2). It is the maximum amount of funding typical municipal regulatory authority and includes the municipality provides for such projects, and in review and required approval of documents for broader consumer base to the medical campus for treatment is the an effort to generate quick return on investment even more stringent levels of code compliance. primary goal of their 10-year strategic plan. In a bold move by its for the region, a stipulation of using these funds Compliance includes aesthetic concerns, and requires Star Spangled Health to begin patient technical restrictions on assemblies and building board of directors, SSH will begin offering assisted living options for care less than 24 months from the date funds components. patients requiring long-term rehabilitation after critical treatment. are distributed. If the facility does not obtain its certificate of occupancy and has not begun patient Second, the project also required a minimum care on-site by this time, Star Spangled Health is percentage of work to be done by state-approved In support of this enhanced mission, the SSH board of directors responsible for repaying the full amount of funding “small, new ” (SNBs), a collection of firms authorized the construction of a $50MM, 300,000 sq. ft. facility on back to the state at a significant rate of interest. and service providers who recently incorporated Such a penalty would not only adversely impact in areas or industries where the state is trying to their existing campus to deliver these services. Parti was patient care, it could potentially bankrupt the boost employment. hired to create a for the 300-suite facility on a institution, leaving the region without its primary tightly sloping site near the entrance of the medical campus. The provider of advanced medical care. The remainder of the funds for the project comes from approved capital expenditures of building consists of two separate structures, one 5-story and one the organization as well as donations of various 6-story, which share a central courtyard (see Figure 1). They are benefactors. It is believed that the organization has FIGURE 2 SSH Project Funds maximized its charitable giving potential. connected on four of the floors by a skybridge, and the ground floor of one building houses a small convenience store and other shared 34 MM functions. State Funding

The conceptual design package was used to bid a design-build 16 MM contract for further development, documentation and construction Other Funding of the project. The pre-design materials included conceptual plans, a narrative of building materials and color renderings.

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0 1 3 Design 5 13 14 Construction 20 21 Package 1 Package 2 Package 3

pre- Schematic Design / Construction Project Design Design Development Documentation Negotiation Administration Closeout

As noted in the client memo (see Figure 3), Precision Built Construction’s proposed time line of 21 month completion theoretically provides significant benefit for the Star Spangled Health, advancing the starting date for patient care and making the project eligible for specialized government funding. As indicated in other bids, the 24-month time line was already highly aggressive and provided little margin of error for construction delays and unforeseen circumstances.

However, Star Spangled Health is not the only organization to benefit from an aggressive construction schedule. As part of formulating their proposal, the design-build team calculated that every week they could eliminate from their construction schedule equated to 1-3 percent additional profit, based on Star decreased staff and coordination time. Profits realized from increasing the efficiency of the design and Spangled delivery process would be split equally among the team, regardless of which partnering team succeeded or failed in maximizing efficiency. Health announces Precision Built SANDRA STAR SPANGLED HEALTH Construction will partner to Project Process Project Utilities PRIMARY CLIENT, build new facility. PRESIDENT & CHAIR OF THE BOARD Precision Built Construction To accelerate the delivery of a design-build project, The new facility will be one of the most prominent the team aimed to maximize collaboration and buildings on the SSH campus. Positioned at the minimize coordination time. Key decision-makers corner of the main entrance, it will be placed on Precision Built Construction

across design and construction teams needed a previously unbuilt portion of land. To supply Precision Built Construction

to be involved in key project decisions from the building site with the necessary utilities, a Precision Built Construction the beginning of the design development and 1,000-foot underground utility tunnel must be construction document phases. constructed, through which water and power utilities will connect the building to the central Therefore, the teams created a biweekly “all- campus plant. Additionally, the top portion of team” meeting with representatives from the the tunnel is exposed at the surface, creating a contractor, , structural, and mechanical walkway across the campus, requiring lighting and contracting disciplines. Design decisions were landscaping. presented, discussed, and strategies determined. These meetings represented a significant up-front Ensuring the building has the required utilities and investment of time in the project – far beyond that connections are correctly located on-site is of the typical of participation across these paramount importance to the construction of the disciplines at such an early stage of the project – facility. Moreover, it is a critical path issue – the with the goal of significantly reducing time spent tunnel and utility connections must be integrated in construction documentation and administration with the construction of the building foundations. phases to coordinate conflicts and correct errors.

To aid the team in their early coordination efforts, it was agreed that the project would be developed using building information modeling (BIM). FIGURE 3 Client Memo Through a shared, three-dimensional model, the key disciplines could coordinate spatial, mechanical and structural changes in real time, ensuring CASE STUDY SAMPLE COPY conflicts were detected and resolved immediately. CASE STUDY SAMPLE COPY PURCHASE FULL VERSION HERE Gensler | Professional Practice Case Study Series 7 PURCHASE FULL VERSION HERE Gensler | Professional Practice Case Study Series 8 How to use the scenarios

Topics Covered Document Navigation Introduction Project Time Line Key Players Brief overview of the Click on the icons at the Background information Tracks each scenario as the Identifies key players professional practice topics beginning of each chapter that provides context to project progresses involved in each scenario covered in each scenario to navigate through the case scenario study

Project Time Line

predesign Schematic Design Contract Bidding/ Construction Project Design Development Documentation Negotiation Administration Closeout

Considerations Outlines topical questions to drive discussion on the Additional Resources best course of action Links to additional resources providing insights to the topics covered in each scenario CASE STUDY SAMPLE COPY CASE STUDY SAMPLE COPY PURCHASE FULL VERSION HERE Gensler | Professional Practice Case Study Series 9 PURCHASE FULL VERSION HERE Gensler | Professional Practice Case Study Series 10 Scenario 1 DEVELOPING A BIM MODEL

Key Parts

Part 1: To BIM or not to BIM?

Part 2: Extended Teams

Part 3: A Ticking Clock

Topics covered in this scenario:

BIM teaming challenges

Weighing the usuage of technology

Assembling and managing global teams

Additional Resources:

Architect’s Handbook of Professional Practice 15th Edition Part 3: Project Delivery—Chapter 10.4 Project Management with Building Information Modeling Processes

Architect’s Handbook of Professional Practice 15th Edition Part 3: Project Delivery—Chapter 11 Technology in Practice

GenslerOn Article Collaborating Successfully with BIM CASE STUDY SAMPLE COPY PURCHASE FULL VERSION HERE Scenario 1: Developing a bim model Scenario 1: Developing a bim model Part 1: Part 2: To BIM or not to BIM? Extended Teams

Project Time Line Key Players Project Time Line Key Players

Richard Richard predesign Schematic Design Contract Bidding/ Construction Project Precision Built predesign Schematic Design Contract Bidding/ Construction Project Precision Built Development Construction Development Construction Design Documentation Negotiation Administration Closeout General Contractor & Design Documentation Negotiation Contract Admin Closeout General Contractor & Site Supervisor Site Supervisor

Representatives from Paradigm Architects are attending their second planning meeting after accepting One of the design-build partners has a team of BIM specialists in a remote location, able to develop BIM Rita Rita Precision Built Construction’s invitation to partner with them to pursue the Star Spangled Health Project. Paradigm models at significantly reduced rates, based on the local labor market. While this resource provides easier Paradigm The agenda for the meeting is to discuss a strategy for completing the project proposal and winning the Architects access to available labor and per-hour rates that are 30 percent lower than technicians in the project Architects Lead Architect & Lead Architect & contract for the project, including items such as design opportunities, project schedule, delivery time line market, it is often fraught with the challenges of working across time zones and languages. Additionally, Project Manager and project cost estimates. it is a labor force less experienced in the building industry; drawings produced frequently need multiple rounds of review and revision. During the course of the meeting, Richard raises the following issue: “In order to speed the process of estimating the cost of the project and maintaining an efficient schedule, we will need the entire design and construction team to work off of a shared building information model. Considerations In fact, we recommend developing the model now, as part of the proposal stage. This will help us create a more accurate and competitive project budget and time line.” 1. Should the team leverage this resource to 2. What type of support/resources will it require create a BIM model for the proposal round? To to supervise the production of the BIM model what risks does this expose the team? by a remote team? What strategy should the Considerations team adopt to manage this process?

1. There is no fee during the proposal portion proposal prior to the submission deadline. of the project to build a BIM model; certainly What challenges does this pose to an office of not to the level of detail required to serve as a technical staff already scheduled for work on tool for competitive pricing. How should the other projects for the next four weeks? cost for this be distributed? Note that this is an at-risk expense. If the team does not win 3. Who should own, control and maintain the the project, there will be no funds to cover the project model? How is this impacted by issues expense of preparing the model. such as intellectual property rights, typical roles and responsibilities for coordinating 2. Developing this model will require between disciplines, and ease of administering approximately 120 personnel hours, and must the model? be delivered in a very short timespan in order to inform the development of the CASE STUDY SAMPLE COPY CASE STUDY SAMPLE COPY PURCHASE FULL VERSION HERE Gensler | Professional Practice Case Study Series 13 PURCHASE FULL VERSION HERE Gensler | Professional Practice Case Study Series 14 Scenario 1: Developing a bim model Part 3: A Ticking Clock

Project Time Line Key Players

Richard predesign Schematic Design Contract Bidding/ Construction Project Precision Built Development Construction Design Documentation Negotiation Contract Admin Closeout General Contractor & Site Supervisor

The team elected to use the remote resource team to produce the BIM model. The day before the deadline Rita for the completed BIM model, you receive a call from the remote team manager. He confirms the series Paradigm of concerned messages you received from him over the last week, noting that a variety of setbacks, Architects Lead Architect & coordination issues, and technology glitches will push the completion of the BIM model past the deadline Project Manager by a full week (with only two weeks remaining until the proposal submission deadline).

Considerations

1. How would you approach your design-build 4. Was the assignment and/or deadline realistic? partners with the update on the BIM model’s Does it matter that the BIM model is not completion? required for the formal proposal, but was agreed to internally by the design-build team? 2. What alternative solutions would you suggest? Do you see any ways to compensate for the 5. What might the team have to rework in their error? strategy and/or schedule to accommodate the missed deadline? 3. Who should be held responsible for missing the model deadline? How will accountability 6. What is more important to the team’s ultimate be enforced? goal in this scenario: accuracy or timeliness?

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ISBN 978-0-9914959-0-0

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