Upon returning to Woburn after BIMForum, VDC Project Coordinator Pierce Reynoldson and Project Manager Kristen Tomlinson delivered a presentation detailing the team’s takeaways from the three days of presentations, new product pitches, and discussion.

Pierce and Kristen refer to two key ideas that set the tone for the whole conference.

First, in his address, Christof Spieler argued that “design is not an intent; it’s a finished product,” meaning that designers need to think differently about what they deliver. This means getting over embedded assumptions, like the habit of relegating interstitial spaces, like the ceiling plenum, to the margins of design.

Another historical bit: the primacy of drawings. Spieler asserted to the crowd, “Documentation is a catalyst, not a product.” He asked why, in an increasingly digital workflow, does drawing production continues to drive schedule.

Bringing construction input earlier on in the design process necessitates a fundamental overhaul of what designers deliver and how they deliver it. The next step is a radical transformation of the design/construction process.

Second, keynote speaker James Timberlake gave a fascinating presentation defining the hurdles faced by today’s architecture firms, from the banal (covering software/hardware expenses) to the philosophical (reorganizing his office to accommodate the different range of skills and knowledge engendered and required by an integrated office).

Just getting the technology and the people is only the start. The next step is a radical transformation of the architectural office…remind you of anyone?

The Abbot Mill is an intricate, historical restoration project, which has provided Tocci with the opportunity to truly understand and implement the owner’s vision. As a result, design has not yet concluded although we are in the middle of construction.

Senior Project Manager VJ Tocci, whose specialty is restoring old buildings, holds the perspective that design modifications are a progressive, shared process. “We truthfully care about the owner’s vision of the project, and want the building to be the best it can be. We have a unique ability to work with changes and think on the fly; that’s what makes Tocci special.”

He describes beneficial ways in which design changes impact the project: “Design is ongoing, and can change up until the last minute. But, this can result in a better price for something that wasn’t available before. Sometimes, even technology can improve between stages, presenting new options for the project.”

In collaboration with owner Chris Yule, Tocci team members are currently exploring and implementing new features to the project. Superintendent Ken Dubois notes such likelihoods as a building automation system and other automatic controls in the lobby, and an outdoor patio on the roof of Building 10.

VDC Modeler George Hunt comments that because design has not yet ended, the project “presents a whole new set of challenges every day—but in a good way, because it always gives us something to think through.”

He discusses a particular instance: “At one point, space in a bedroom was being taken up by piping that had no other route. The entire team walked in and came up with a solution together to move around some walls that not only made the bedroom functional again, but also provided enough room for the pipes to go through to where they needed to go.”

Project Manager Victor Guller adds, “The most important part is conceptual design, which overlaps with construction. This allows us to be more accommodating to the owner’s vision.” As team members implement the architects’ original design through the construction process, they uncover new information that prompts them and the owner to see how they want to change finishes, placement of components, and more. Owners are better able to visualize the end result as construction is occurring, thus making more informed design-change decisions.

George and Ken, along with VJ and Victor, agree that Abbot Mill’s design and construction are progressing synonymously. Looking ahead to the end result, Ken believes that this might be one of the most beautiful projects we’ve ever completed.

On a true IPD project like Marlborough Hospital Cancer Pavilion, design and construction strike a unique blend with one another. Like any project, there are matters that will require design tweaks up to the last minute, but IPD’s collaborative nature allows all parties to design, construct, and optimize together.

The project’s VDC Modeler Michael Carroll believes that in the best way possible, “design never really ends until you’re done with the project and the building has been open for a few months. It gives all parties involved a sense of pride and ownership over the project right until turnover and beyond.”

Michael contrasted how the team is approaching the design and execution of two systems: fire protection and mechanical. The engineer’s initial fire protection design was little more than a single line drawing sketched over a floor plan and list of criteria. The system wasn’t touched again for a few weeks, until the subcontractor was brought on board through Tocci’s Early Engagement Procurement process. The subcontractor is fully responsible for the Implementation Drawings for fire protection, coordinating closely with structural and mechanical design models.

On the other hand, the engineer, Tocci, and the subcontractor will collaborate to deliver the Implementation Documents for the HVAC system. The engineer is responsible for stamped drawings, as he/she has been continuously developing the model through Detailed Design. However, rather than designing in a silo, the engineer is working with the subcontractor and Tocci through face-to-face meetings to ensure that ductwork is laid out efficiently. Rather than modeling generic equipment, the engineer is modeling the selected equipment, so we’re coordinating around reality. As the project enters the next phase of development, the majority of the modeling work will shift to Tocci and the mechanical subcontractor while the engineers will maintain an advisory role. IPD is flexible enough to allow for both relationships to develop out of a necessity to do what’s best for the project, whether traditional or novel. Read: construction starts when design starts, and design ends when construction ends.

And we rarely build a “vanilla box”

Project Manager Joe Cavallaro analyzes the design and construction question from 30 years of experience in the industry.

Each project is different but I don’t think design ever ends unless you are building a “vanilla box.” For instance, we may not be selecting finishes during construction, but we are always looking at how finishes come together.

Early involvement in projects gets you thinking about how things come together without the use of drawings. We start with just an understanding of design intent. For instance, on our Marlborough Hospital Cancer Pavilion, it means that patients should have a warm and comforting experience, rather than the typical antiseptic hospital feeling. I think it is a thinking process—what’s missing; what are the materials being selected; and what, based on our experience, is the best use of the material for this project or the owner’s budget.

The model helps this process – it visually shows what the final project will look like, how it will flow, how it looks in its surrounding and how design can be improved early in the project when the cost for changing design is less expensive. We use the same model during construction to show subcontractors the design intent of what we are all building.

Design should never end, but this doesn’t mean that construction drawings should get continuously changed while we’re in construction. However, if during the process of the project there is a beneficial change, it benefits the project.

Asking the wrong question

Tom Winterhalter gives his insight on design and construction phases from his role of Project Director.

I’m not sure design ever really ends-–on a very successful project design ends at the end of the project. On an unsuccessful project, design might continue long after the project ends.  A better question might be “when do the architect and engineer stop designing, and the contractor start designing?” The project delivery method determines that point. On a design-build project, the architect/engineer stops designing, and the contractor starts designing, at a much earlier stage than a typical design/bid/build delivery.

No end in sight, just continuous evolution

Cosmas Papanikolaou, one of our cost engineers, weighs in on his experience with the stages of design and construction.

Design never ends, since changes are made up to the last minute on each job. Some design changes are as a result of field conditions while others are amendments to the final program. I think we’re more accepting of ‘late’ design changes on a design-build project; there, we expect the design to continuously evolve and change as we go. Although VDC has helped us anticipate and support design changes, the use of technology isn’t as crucial to the project as the people. It’s the people who manage the design and construction process, not our hardware and software. It is the team’s job to envision what the owner wants – whether it’s on day one as the architect or from plans and specs as the contractor. Ultimately, though, it’s the contractor’s responsibility to deliver the desired program.

The end of desiGN to the beginning of COnstruction of course.

The transition between design and construction on the Peter W. Rodino Federal Office Building has been gradual. The Design-Build-Bridging delivery method makes for an interesting discussion of where design ends and construction begins. The Bridging Design team, Dattner Architects, hands off the original concept and detailing to a Design-Build team, Tocci/Driscoll working with KlingStubbins, to finalize the documents and execute construction.

The handoffs are most evident on the curtainwall overclad system. Dattner Architects conceptualized and defined the design intent: The overclad serves a role in the overall building energy retrofit, allowing for insulation in the colder months and ventilation in warmer months. Dattner also polished the final appearance with transitional spaces, material interfaces, and quality.

After Tocci/Driscoll received the project award, KlingStubbins took over overclad design and detailing. Tocci/Driscoll, KlingStubbins, the installer (National Glass), and fabricator (McMullen), further developed the system for the stamped construction drawings, keeping within the constraints of fabrication methods and tolerances without changing the intent. The team defined:

• Glazing details, based on actual glass that will make up the curtainwall
• Interface between rooftop panels and existing structure
• Window washing units, based on the rooftop track system and outside vendor
• Connection details, based on fabrication tolerances and the actual mechanical fastening system
• Panelization, based on fabrication and installation sequence.

The model produced by KlingStubbins does not include all fabrication details, just the necessary spaces, placeholders and tolerances required for fabrication. After completion of the Construction Documentation, the Revit model was turned over to McMullen, who added the actual fabrication detail.

Due to the nature of the project, the renovation of an existing building, as well as the project delivery method, Design-Build-Bridging, a constant flow of information, and collaborative design was needed to push this project forward.  While the appearance of a system like the overclad was developed and decided upon early in the process, the development of the necessary details, and design and coordination of a complex element into existing infrastructure will carry far into the overall construction of the project.