Doing more with less

Design Studio
High Performance Studio
Commissioning Studio
BIM Studio
DOING MORE WITH LESS
Creating High Performing Energy Systems With BIM/IPD

Design Studio
BIM Studio
TABLE OF CONTENTS
1. INTRODUCTIONS
a) dbHMS
b) The Presenters
c) The Project
2. CHALLENGES
a) The Team
b) Communication
c) Management & Schedule
d) BIM/IPD
3. LESSONS LEARNED
a) Communication
b) Management & Schedule
c) BIM/IPD

Design Studio
BIM Studio
PRESENTOR INTRODUCTIONS
Participants

APPROACH
BUILDING AS
A WHOLE
Design Studio
BIM Studio
dbHMS: MEP Designer
Firm Profile
• Founded in 2002
• 12 Licensed Professionals
o PE’s and Architects
• 20+ LEED AP’s
• Autodesk Certified Users
o 5 Revit
o 1 Navisworks
• Offices (80+ Employees)
o Chicago
o Grand Rapids
o India
M.E.P. & FP
Design
Design-Build
Design Philosophy
Building
Commissioning
INTEGRATED
DESIGN
Building
Audits
LEED
Consulting
Energy
Modeling
LOOK FOR
SYNERGIES
Analyze Life
Cycle Cost
WORK AS A
TEAM FROM THE
BEGINNING
ENSURE
OWNER’S
REQUIREMENTS
ARE MET
DEVELOP
TAILORED
SOLUTIONS
Services
• Engineering Design
o MEP, FP, Technology and Lighting
• Energy and LEED Consulting
o Modeling, CFD, BIM Model Integration,
and Daylighting
• Commissioning
• Design Build Engineering
• BIM Consulting
o Project Based Service Model
o Project Planning/Execution
o Management/Coordination
o Modelling Services
o Documentation & Standards

Design Studio
BIM Studio
BIM/IPD LEAD: Max Nichols
BIM Director
LEED AP, ACI, ACE, ACP
Autodesk Certified Educator
Autodesk Certified Professional
Autodesk Certified Implementer
** For Revit and Navisworks
spanning all AEC Disciplines**
Prior to dbHMS
Prior to joining dbHMS, Max helped more than 50+ companies
to integrate or optimize their use of BIM technologies. These
companies spanned across all facets of the AEC industry
focusing on all phases of design though construction. Max’s
diverse experience using and directing the use of BIM
Technologies made him a valuable asset to help dbHMS
execute our 40+ active BIM Projects.
Work @ dbHMS
With the help of BIM Staff and discipline specific BIM
Champions, Max directs and executes
• All BIM projects
• Oversight of project teams and project specific
internal BIM goals
• Oversight of project or client related goals
 Manages all aspects of the BIM Department, including
 Staffing
 Model Creation & Management
 Document Submissions
 Standards
 Development and Integration of BIM/IPD processes
Education
Bachelor of Architecture
Boston Architectural College
Boston, Massachusetts - 2009
Professional Affiliations
NCARB – IDP
(Intern Development Program, AIA)
CSI
(Construction Specification Institute)
Professional Experiences
5 years working in various roles at Architectural and
Owner/Development companies.
Work included the research, design, coordination/
documentation of the zoning, life safety, and building
envelope. Lead coordination/documentation of MEP and
Structural Consultants.
4 Years Working as a BIM Consultant:
Experienced with the complexities of using BIM software
across all AEC related disciplines. This includes the set-up,
post project analysis, contracts, and project guidelines/goals.
Multi-discipline BIM & IPD project experience through all
phases of Design and Construction.

Design Studio
BIM Studio
DESIGN LEAD: Anna Morton
Design Lead
P.E., LEED AP
Work @ dbHMS
As Energy Modeler and Design Engineer, work includes
• Key projects:
• University of Chicago, North Campus Residence Hall
and Dining Commons
• Harmony House for Cats
• Poetry Foundation
• Sarah E. Goode STEM Academy (CPS)
• Green Exchange
 Utilizes the following modeling software:
 TRNSYS
 Trace
 eQuest
Education
Bachelor of Science, Engineering
Baylor University, Waco, Texas, 2008
Professional Affiliations
ASHRAE (American Society of Heating,
Refrigerating and Air-Conditioning Engineers)
IBPSA (International Building Performance
Simulation Association, Chicago Chapter Board
Member)
Professional Experiences
6 years working as an Energy Modeler and Mechanical
Design Engineer
Specializes in sustainable mechanical design. Has modeled
several distinctive engineering systems including hybrid
ground source heat pump systems, hydrology models, for
flood plane mapping and drainage design, photovoltaic
shading and sunspaces. As well as evaluates the
performance and energy usage of existing buildings.
Presenter Experience:
Diverse experience in energy modeling makes her a valuable
presenter at seminars for the AIA Chicago as well as
individual architecture firms in and around the Chicago land
area. She has also guest lectured at the Illinois Institute of
Technology’s College of Architecture.

Design Studio
BIM Studio
UofC CAMPUS NORTH RESIDENCE HALL
Project Overview

Design Studio
BIM Studio
DESIGN: Architecturally & Technologically Significant Campus Addition
Project Background
LOCATION:
Chicago IL, University of Chicago’s Hyde Park Campus
CONTRACT/DELIVERY:
Design – Build, IPD Between Design and Construction Teams
Construction – Design Assist moving towards IPD
All Contracts – Integrated & Collaborative
BUDGET:
Approx. $153 Million Total including $35 Million in MEP Costs
SIZE:
Approx. 400,000 SF (Occupied Program Space)
PROGRAM:
Dorm Rooms (800 Students)
 Visiting Professor Housing
Commercial Spaces
 Retail
 Dining Hall/Back of House
University Offices
Collaborative/Community Spaces
 Per House
 Dedicated
Classroom/Meeting Spaces
COMMUNAL HOUSE
SPACE
HOUSE 4
HOUSE 3
HOUSE 2
LIVING SPACE HUBS VARY PER
HOUSE & FLOOR
TYPICAL TO AREA A
AREA A COMMUNAL SPACE
PUBLIC SPACE
LIVIVNG SPACE
HOUSE 1
3 FLOORS
TYPICAL
PROJECT CONCEPT
DIAGRAMS

TEAM STRUCTURE: Integrated & Collaborative
DEFINED PROGRAM NEEDS OWNER/OPERATIONS DEFINED COST
DESIGN/BUILD DESIGN/BUILD`
DESIGN PARTNERSHIP CONSTRUCTION
ARCHITECT GENERAL CONTRACTOR
Design Studio
BIM Studio
COLLABORATIVE & RISK SHARING
PARTNERSHIP DESIGN ASSIST
dbHMS/MEP DESIGNER
ELECTRICAL/LOW VOLTAGE STUDIO
PLUMBING STUDIO
MECHANICAL STUDIO
 DUCTWORK
 MECHANICAL PIPING
 BIM GROUP
SUB-CONTRACTOR
ELECTRICAL CONTRACTOR
PLUMBING CONTRACTOR
MECHANICAL CONTRACTOR
FP CONTRACTOR
Responsible for both design and construction scope
INTEGRATED SCOPE &
DELIVERABLES
FAST TRACKED IPD
Simultaneous Design/EOR and Shop Drawings
Construction Partners involved since Pre-Bid and
through all design Phases

LOD 500
Design Studio
BIM Studio
BIM/IPD: Processes & Workflows
Continuous Development
Geometry & Data – Design through Construction
As an integrated and collaborative team, engaged in a process of delivering this project, our
team aims to achieve the following goals.
• For all partners to collaborate and achieve the continued reuse of the BIM Models
LOD 200 LOD 300
DESIGN
Geometry/Data.
• Continuous develop from the first simplistic representations of the systems though the
finalized fabrication ready geometry and data.
• Once achieving this 400 Level of Development additional data will be developed and
integrated into the final FM (LOD 500) client ready BIM Deliverable.
BIM Goals
1. Collision Detected and Coordinated BIM Models
2. Offsite & On-Site Fabrication from BIM Geometry and Data
3. Achieve Highest Level of Development (LOD)
a. 350 by Design, 400 by Subcontractors
b. FM Deliverable by MEP Design, Sub-Contactors and GC
c. Zoning and spatial facility requirements for MEP systems and
Equipment
4. Aggressive Schedule & Constant Design Approval
a. Multi-Consultant Coordination and Collaboration
b. Aggressive Design/Construction Phasing
 Elongated SD
 Dual Function Design Development
 Shop Drawing as Construction Documents
LOD 350 LOD 400
DESIGN/CONTRACTORS
DELIVERABLE
(ALL PARTIES)

Design Studio
BIM Studio
Integrated
Controls
Integrated Energy
Model
Integrated
Systems
BUILDING: System Design
U of C CNRH aims to be a demonstration of High Performance integrated MEP
System design
Achieving an ambitious mandatory EUI (Energy Use Index) of 49 kBTU/SF
 Approx. 66% Reduction (150kBTU/SF typical for this building type)
 LEED Gold Certification
 Superb Comfort
Process
To achieve these goals early integration of all team members was necessary for
achieving these MEP design goals.
 High Performance MEP Systems
 Building Plants for simultaneous heating and cooling needs
 Collaborative design and construction process
 Integrated energy and BIM deliverables
Mechanical Systems
• Radiant Heating and Cooling
• Heat Recovery
• Dedicated Outside Air
• Fan Coils
• VAV’s
• Unit Heaters
Plumbing Systems Electrical Systems
• Waste Heat Recovery
• Domestic Hotwater
• Sanitary & Vent
• Storm
• Fire Alarm
• Emergency Lighting
• Data/Communication
• Power
• IT
• House Competitions (Controls)
Climate & Energy Goals
SYNTHESIS
INTEGRATION DIAGRAM

Design Studio
BIM Studio
ENERGY MODEL: BIM INTEGRATION
Connecting Design Information
Deliverable for Building System Use, Verification & Measurement
To address the need for a final client deliverable, and to assist the engineers
easily track load changes, the integration of the energy model into the BIM
workflow was executed.
• Energy Data, Design Loads, and Spaces/Zoning were all created and
managed in the projects BIM Model.
Equipment Selections
1. All Energy Model Data is integrated into BIM model
2. Data Integration of equipment loads
a. Validation of design with Trnsys and Trace
b. Final equipment selections were model “AS BUILT” for all systems
3. Loads verified in Energy Model and scheduled through Revit
a. Zoning and Systems accurate to final FM related use
Spaces/Zones
1. All Energy Model Data is integrated into Spaces and tallied in Zones
2. City Ventilation needs confirmed and scheduled in BIM Model
3. Zoning reflected spatial FM uses
Energy Report Table of Contents
1. EUI Tracker
2. EUI by End Use
3. Model Data Sheets (Per Zone/Equipment) includes Drawings & Schedules
4. Meter Matrix
5. M&V (Commissioning Plan)
SYSTEM FLOW
ZONING
SPACES & ZONES
SCHEDULES
EQUIPMENT
RISER DIAGRAM
PART LOAD

Design Studio
BIM Studio
DESIGN & CONTRUCTION CHALLENGES
Collaboration, Coordination, Energy Modelling & BIM

Design Studio
BIM Studio
TEAM: Different Needs & Experiences
Finding Common Ground
Challenge 1: Tension: Design vs. Construction
Typically Design and Construction disciplines rarely
collaborate throughout the design process. Add to this a
sometimes adversarial relationship between the two parties.
To get everyone working towards a common goal took effort
and adjustment by all parties. For example the lack of fee,
experience and desire to try different solutions served as a
constant challenge.
Challenge 2: Optimization vs Completion
One ongoing issue was defining when the design was
completed. One great example was equipment. As submittals
were originally approved, the design sometimes continued, so
flexibility to alter purchase orders was needed.
Challenge 3: Visualization and Accuracy
Since the visualization needs varied between the design and
construction partners a compromise on these standards was
needed to be achieved in the shared model. For example the
graphic representation of a piping system had to be
negotiated.
Despite some of the issues, concerns, and lofty goals the projects team was able to
accomplish high level coordination of a typical house (about 2/3 of the project
space) by the end of the DD/Permitting Phase
ELECTRICAL
CONDUIT/CABLE TRAY
PLUMBING
MECHANICAL PIPING
MECHANICAL
DUCTWORK
ELECTRICAL
DEVICES
Challenges
TYPICAL HOUSE

TYPICAL PATH FOR
APPROVAL
CONSTRUCTION
TEAM
INFLUENECE
OWNER/DESCISION
MAKER
SOLUTION DISCUSS
DEVELOP
Design Studio
BIM Studio
COMMUNICATION: Shared Responsibilities
Challenges
Workflows & Needs:
Challenge 1: Integrated Team
There was a need for constant interaction. Meetings, phone
calls, and a shared workload/responsibilities were all
necessary means of communication.
Challenge 2: Compressed Schedule
Simultaneous Coordination and Design caused many issues to
surface that may not have been otherwise noticed. Minimal time
was given to study and define solutions.
Challenge 3: Owner Approval
Focused meetings on current issues, solutions and approval.
Constant interaction, solutions and studies presented to the
owner. Reaction to the owners suggestions was then reworked
and presented for final approval.
Challenge 4: Doing things Once
Typically design tends to engage in a process that creates the
need to adjust elements multiple times. Construction
tends to do the opposite.
Challenge 5: Pace of Development
DESIGN
TEAM
PLAN
DISCUSS
DESIGN
TEST/
ANALYZE
ADJUST
COORDINATE/
DOCUMENT
FINALIZE
The pace of project changes, approvals and deadlines was
uncomfortable but achievable for most parties. REFINE

Design Studio
BIM Studio
MOVING TARGETS: Consistently Developing Scope and Design
• Green Cells Supported
by Sysque/Building Data
Challenges
Scheduling, Scope, and Management
Challenge 1: ”Washing dishes before dinner”
The delicate and fast paced schedule forced all partners out of
their comfort zones. For example to need to approve a
Submittal for an Air Handler before finishing the final loads felt
backwards. Because constructability was planned before design
was finished, approval achieved, and even the purchasing of
Equipment, a traditional approach was not sustainable.
Challenge 2: Unclear Responsibility - What came first, pipe sizing or the route?
Although who does what was planned, scheduled and
attempted. Some flexibility and extra effort was needed
through out the team and project to achieve the end goals.
Challenge 3: Tracking Issues and follow through
Although planning can always help a delicate process, the
ownership, attitude, and communication need to be adjusted.
Each Issue had to be vetted and approved by the three
groups (Design, Construction and Operations). Without follow
through by all parties this process could stall and derail the
project.
TRADITIONAL PROCESS DIAGRAM
NEVER PERFECT CURRENT CHALLENGE
PLANNED & ADJUSTED
OUR PROCESS DIAGRAM

Design Studio
BIM Studio
TECHNOLOGY & PROCESS: New, Integrated and Fast Paced
SCHEDULE
 GC/Architect Selection:
June 2013
 Schematic Design Begins:
August 2013
 Schematic Design Ends:
November 2013
 MEP Trades on boarded:
January 2014
 Foundation Permit:
March 2014
 Construction Began:
May 2014
 Full Building Permit:
July 2014
 Construction Docs &
Coordination Complete:
September 2014
 Substantial Completion:
May 2016
Ductwork, Piping and
Systems from Sysque,
Conduit by ELEC Sub
PRIMARY
EQUIPTMENT
AHU’s
Storage Tanks
Transformers
SECONDARY
EQUIPTMENT
VAV’s, Pumps Fixtures
Control Panels
SECONDARY
EQUIPTMENT
Diffusers.
Plumb. Fixtures
Receptacles
Acces. & Caps
Valves, Dampers, etc.
Linings & Insulation
Direction of BIM Process and Geometry Transition between
Design and Subcontractors.
Systems, Selections, etc. also coordinated similarly
Challenges
Why we Took on this Challenge
1) Appeasing the Client
a) FM Deliverable
b) Continued influence of Design Team
2) Staying ahead of the Curve
a) Supporting the use of progressive technologies and processes
3) Time/Schedule
a) Solving problems before they happen
BIM Processes & Workflows:
Challenge 1: Degrading the Model
The need for the constant development of the Geometry
and Data in the Model was crucial to the Projects
success. The final representation of the building was
tracked through the model.
Challenge 2: Lack of BIM Knowledge
Some partners from the Design and Construction
team had not previously worked with any BIM Tools
or Processes. This put added pressure on the more
sophisticated partners to help other through the
process.
Challenge 3: Transition of Ownership
As the design was finalized of areas, systems, or
equipment the ownership of elements need to be
transferred between the Design and Construction
models.
TRANSISTION DIAGRAM

Design Studio
BIM Studio
LESSONS LEARNED
Communication, Process & Management

Design Studio
BIM Studio
COMMUNICATION: Clear, Precise, & Often
Improving Project Communication
Lesson 1: Chain of Command
In every AEC organization and on all projects there is some form
of a “Chain of Command”. Some person or group always is
needed to see the big picture and approve the end results.
Although we tried to set a structure and have people to answer
to or for the group, this was not always executed well. Without
strong buy in and leadership from the top down certain
workflows struggled to be accomplished. With improved group
ownership our process could have been more effective and
efficient.
Lesson 2: Going Above & Beyond
All partners have a specialty and a reason why they are involved
in a projects design or construction. By isolating themselves to
their comfort zone, less could or would have been
accomplished. Some project partners struggled while others
supported them. Better partnership agreements, contracts, and
definition of responsibilities could have help better the process
and outcome.
Lesson 3: Only as Strong as the Weakest Link
As cliché as this concept is, there is an unfortunate truth to it.
Support from more experienced partners with the process and
technologies was needed. Although this may not be fair for
some individual partners without the extra help, encouragement,
and guidance the projects goals could never be met.
OWNER
DESIGN LEAD CONSTRUCTION LEAD
ARCHITECTURE
MEP
STRUCTURAL
SHELL
SUB-CONTRACTORS
SYSTEMS
SUB-CONTRACTORS
GC SELF PERFORM
Lessons Learned
FLOW DIAGRAM

CURRENT
Design Studio
BIM Studio
MANAGEMENT & SCHEDULE: Aggressive but Realistic
Lessons Learned
PLAN
Entire building coordinated and signed off
at time the Permit Document completion.
Challenges
 SysQue Software Still New –
Unforeseen Technical Issues
 Learning Curve
 Slower than CADMech (More
information in model - BIM)
 Design is ongoing and not yet in
“Construction” or “Fabrication” mode
Entire model is populated, soft sign offs on
typical floors, and major coordination/clash
reviews completed.
Opportunities
 VDC Experienced Trades – Looking to
change their process
 1 Model & software platform – Entire
team is engaged
 Process allows talented design team to
focus on design and problem solving
 Facility Management – Leverage Model
Realism and Adjustability
Lesson 1: Aggressive is Good
With an aggressive schedule we were able to get
ahead of some coordination issues. Because multiple
parties had to collaborate within these tight deadlines
this forced partners to challenge themselves and the
project as a whole.
Lesson 2: Achievable & Flexible is Better
Regardless of preparation, the ability to adjust is
crucial to project success. Fortunately many aspects of
the project were able to be adjusted, resulting in a
more fluid process. This is difficult balance to maintain
while ensuring the project’s end goals are not
sacrificed.
END GOAL
Coordination Complete for
Construction Documents
PROGRESS DIAGRAM

Design Studio
BIM Studio
TECHNOLOGY & PROCESS: Be Careful What you Ask For
Lessons Learned
LOD 300
SD MODEL
LOD 400
DELIVERABLE
Better Definitions and Attitude
Lesson 1: Team Wide Compliance
During this project it become clear that we were all affected by the
lessor experienced partners. The more experienced partners needed to
make the extra effort to help the project succeed.
Lesson 2: Settling for Less
Although we created structured plans, schedules, and workflows for the
project, not every goal could be able to be achieved. At times different
partners and the team as a whole had to settle for a bit less then
planned for.
Lesson 3: Mixed Messages
Because all partners had different needs not everyone was always on
the same page. Although the processes and needs of the BIM Group
were clear and structured, lack of understanding did effect the project.
Sometimes the interpretation could vary, using constant communication,
and collaborative attitudes we were able to mitigate most issues.
Lesson 4: Need for Enforcers
Fortunately no one person or company had sole control of this process
or outcome. What could have been beneficial was a council who could
enforce and expedite issues. At times because the group had no
enforcing influence the process sputtered and became misaligned with
the end goals.

Design Studio
BIM Studio
CONCLUSION
Overview
PLUMBING
ELECTRICAL
CONDUIT/CABLE TRAY
MECHANICAL
DUCTWORK
MECHANICAL PIPING
ELECTRICAL
DEVICES
SYSTEMS DIAGRAM

Design Studio
BIM Studio
dbHMS/PRESENTERS: Contact Info
Maxwell Z. Nichols, LEED AP, ACE, ACI, ACP
BIM Director
dbHMS
303 West Erie Street, Suite 510
Chicago, IL 60654
p (312)-915-0557 x 298
e mnichols@dbhms.com
www.dbhms.com
CHICAGO
MICHIGAN
INDIA
Anna Morton, P.E., LEED AP, BD+C
Engineer
dbHMS
303 West Erie Street, Suite 510
Chicago, IL 60654
p (312)-915-0557 x 300
e amorton@dbhms.com
www.dbhms.com
OFFICE LOCATIONS

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