THE UTILIZATION OF BIM SOFTWARE ON VANCOUVER INTERNATIONAL AIRPORT, TERMINAL RENOVATION PROJECT

8/19/2019 THE UTILIZATION OF BIM SOFTWARE ON VANCOUVER INTERNATIONAL AIRPORT, TERMINAL RENOVATION PROJECT

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Confidential for academic purposes only Prepared by Victor Okhoya in October 2014

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CARNEGIE MELLON UNIVERSITY

DOCTOR OF PROFESSIONAL PRACTICE

OFFICE VISITS ASSIGNMENT

PROJECT CASE STUDY:

THE UTILIZATION OF BIM SOFTWARE ON VANCOUVER INTERNATIONAL

AIRPORT, TERMINAL RENOVATION PROJECT

BACKGROUND TO THE YVR-ETF-4 PROJECT1

Vancouver International Airport (code name YVR) is Canada’s second-busiest airport and one

of the primary gateways for passenger traffic between Asia and the western coast of North

America. The Airport Authority operates and manages YVR pursuant to a long-term lease with

the Government of Canada.

The Expedited Transfer Facility (ETF) is a corridor facility designed to enhance the movement of

people and baggage for arriving passengers transferring to outbound flights at YVR.The

Vancouver International Airport Authority (VIAA) wanted to design and construct this corridor

facility to reduce times taken to transfer between flights.

The ETF project was divided into five different sub-contracts with different scopes. ETF-1, ETF-

2 and ETF-3 were all awarded to Kasian Architecture Interior Design and Planning Ltd (Kasian).

For ETF-4, the largest of the sub-contracts, procurement rules at YVR made it necessary to

tender. Kasian was asked to provide Schematic Design services and provide an indicative

design for a Project Description Requirement (PDR) competition.

Kasian was eligible for the competition and went on to win it. Kasian was also later awarded the

smaller ETF-5 contract. This case study will focus on the ETF-4 contract. The overall scope of

this contract can be seen in Figure 1.

BACKGROUND TO BIM AT KASIAN2

Kasian has been using Building Information Modelling (BIM) technologies for ten years. In this

time it has completed more than 100 projects on the Autodesk Revit platform. Many of these

projects have been social BIM projects with all engineering consultants also working in Revit to

create a federated multi-disciplinary BIM model.

.

1 From ETF-4 RFP

2 From Kasian BIM Marketing Collateral


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Figure1. ETF-4 3D model view and project scope


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Some of the proven benefits that BIM has brought include:

● Better design visualization and communication with clients, consultants, contractors and

internally within the project team. This leads to better understood and executed design

decisions.

● Better coordinated production document sets leveraging the parametric capabilities of

BIM software to keep documents automatically and accurately coordinated.

● Ability to automatically extract data from the design model to support analysis,

scheduling and other design related computation.

● Better resolved design documents during construction leading to fewer RFIs and change

orders as well as fewer claims and disputes.

● Ability to coordinate sub-trades better through clash detection and construction logistics

planning in Autodesk Navisworks.

● Leveraging BIM models for design assist to solve challenging design configurations and

installations.

● Leveraging BIM models for design to fabrication processes thereby eliminating

traditional shop drawing reviews and dramatically reducing procurement schedules.● Faster turnaround on resolving and coordinating design conflicts through collaborative

3D live review sessions.

● Higher quality details through standardized components and intelligent integration with

specifications language.

Kasian continues to invest in, and innovate, using BIM tools and technologies. It has a

dedicated team of talented professionals supporting the BIM effort in each of its offices. It has

developed working relations with leading consulting engineers, general contractors and

construction managers that allow it to gain optimum results from collaborative BIM efforts.

PROJECT DESCRIPTION

Architectural Team

One of the critical components for success with BIM technology on a project of this description

and complexity is a team of capable BIM users willing to explore, learn and possibly make

mistakes. Kasian was fortunate to have just such a team through the duration of the project.

There was also sufficient continuity to ensure knowledge and expertise gained through the

process remained available to the conclusion of the project.


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PROJECT PHASE TEAM SIZE BIM USERS BIM PROFICIENCY3

Schematic Design 3 2

84%

Design Development 4 3

Construction Documents 8 6

Contract Administration 2 1

Kasian KnowledgesmartAverage for Revit

60%

Figure2. ETF-4 architectural team size and proficiency

Project Team Matrix

It was not only the architectural team that was willing to undertake the task in Revit, many of the

consultants also showed willingness to participate in BIM through the duration of the project.

This is important because many times team members will half-heartedly take part in a social

BIM exercise only to pull out part of the way, or else to make it difficult for the coordinating

consultant by constantly having BIM related issues. Some of the subcontractors such as steel

fabrication and baggage handling also developed models that were incorporated into the BIM

process.

Project Schedule

The project was scheduled to run from December 2012 to February 2016. The Construction

Documents phase was to conclude in November 2013. The project is largely on schedule.

As we will see the use of BIM was important for different aspects related to the schedule. Forexample, during Schematic Design, Kasian were simply developing the project requirements for

VIAA to put into procurement tender. At this stage VIAA had no intentions of requiring BIM for

the project. However, after seeing its value through Schematic Design, and after interaction with

Kasian who further persuaded them, BIM clauses were added as an addendum to the RFP for

Project Delivery Requirements.

Later in the process – because parts of the project were being fast tracked – it became

necessary to coordinate different streams of design development while issuing for construction.

The BIM model was a critical part of managing this multiple tender process.

3Based on average scores from Knowledgesmart, a Revit assessment tool in use at Kasian


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Figure 3.ETF4 - project team matrix with software platforms

&

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Figure 4.ETF4 - project schedule network diagram


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SCHEMATIC DESIGN

During the Schematic Design phase it was mainly the architect (Kasian) and the owner (VIAA)

who were active. The structural engineers, whose tender packages were due earlier due to fast

tracking, also did some initial work like preliminary framing but were not involved in the BIM

process. The mechanical and electrical engineers mainly did narratives.

During Schematic Design the main activity in the architectural Revit model was programming.

The Revit model was uses for creating room and area objects to generate space planning

studies and to validate space plans against the programme requirements. The advantage of

using Revit is that all room and area objects have embedded area data that is parametrically

linked to the model, and which is then easily extracted into schedules for analysis. Revit also

produced color diagrams linked to the room and area schedules that are very useful for visual

analysis.

Figure 5.ETF4 - color coded floor plans in the Revit model

The other area where the use of Revit was crucial was in the exploration of design options.

Revit has the ability to generate different design options as partitions of the main database. This

means each design option is a full project in own right that can be presented, scheduled and

analysed. However the main model remains intact and, importantly, does not need to be copied

or recreated for each design option:one main model – multiple parametric design options.


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Figure 6. ETF4 - design options in Revit


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The consistency provided by a single model database like Revit was also appreciated on a

project of this complexity. Keeping the 400+ sheet document set coordinated, current and

properly referenced, especially in a multiple tender packages situation, would have been a full

time job without the help of a self-coordinating tool like Revit.

Revit was also instrumental for providing high quality and evocative visual presentations. The

architects leveraged the model to create myriad 3D studies and renderings in order to

communicate the design and to help the client sell it to their own stakeholders. Ambitious

interactive animations were also created as project marketing aids. For example, a time

sequence animation of passenger movement through the terminal was generated based on 3D

imagery from the Revit model.

On the client side, they were not originally very knowledgeable about BIM. However as the

Schematic Design phase progressed they realized they were receiving far more output then

they were used to seeing, getting stronger visualizations and interacting more intimately with the

design decision making process. This, together with the enthusiasm of the architect, persuaded

them to mandate BIM as an addendum to their Project Description Requirements RFP.

At the end of the Schematic Design stage VIAA, on the recommendation of Kasian, retained a

BIM Consultant to not only help them develop a BIM addendum for their ETF-4 RFP but also to

define BIM standard requirements for future projects.

The one challenge with Revit reported by the architectural project manager is the inability for

more senior staff to interact directly with the Revit model. Experienced staff members tend not

to be as computer savvy as younger staff, and many do not use Revit. This means that they

must rely on junior staff to drive the production tool as it were. In the case of the YVR ETF-4

project this worked out fine for the architect, but this is not always the case. Some project

managers get saddled with junior staff members who are not highly competent or motivated,and this can put their projects at a disadvantage. They never know what is going wrong until it is

too late.

DESIGN DEVELOPMENT

During the Design Development stage the Schematic Design developed by Kasian was

approved by the VIAA board and a tender prepared for the Design Development to Contract

Administration phases of the project. Kasian succeeded in winning the competition.

Through Design Development, Revit was heavily used by all consultants for modeling and

coordination. Autodesk Navisworks was also introduced as a visual coordination tool.Navisworks has the advantage that it easily aggregates 3D models from many different sources

including non-Autodesk software. Also it optimizes large models for navigation which makes

them light weight and easy to move through.

Weekly coordination meetings with all stakeholders were used to keep the effort coordinated

and on track. Consultants participated as did some sub-contractors with critical scope like the

baggage handling contractor. These weekly meetings took advantage of Navisworks models to


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visualize and resolve issues in 3d. Navisworks also allowed for coordination with the baggage

handling contractor who was working in Autodesk AutoCAD Architecture – a completely

different platform than Revit.

Figure 7. 3d working visualizations shown to the client


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Confidential for academic purposes only

Code Review

The code review consultant wor

outputs both these formats, the

(Adobe format) for the code con

drawings into Revit, which again

Separately, the code consultant

studies were done in specialized

models.

Multiple Tenders

With a project of this scale and s

inevitable that parts of the contr

disruptions of airport operations.

Thus, for example, some structu

scopes like interior design were

coordination in order to detail, is

were still in the design stages.

Revit proved useful for this. The

for issue were always coordinat

Automated numbering and renu

referencing. Revit design option

aspects of the model for issuing.

Figure 8.

Prepared by Victor

ed primarily in AutoCAD and PDF formats. Sin

rchitectural team output in DWG (AutoCAD for

ultant. Any coordination was done by importin

the software has the capability to do.

prepared 3D smoke studies and time egress st

software and there was no integration with the

cope in a major international transit hub like V

ct would be fast tracked to mitigate against clo

ral and civil engineering scopes were due early

still in their design development. This meant a l

sue for permit and tender parts of the documen

Revit coordination system meant that docume

d and referenced without hours of manual che

bering of views, sheets and title blocks also h

were also invaluable for continuing to design

View of composite BIM model in Navisworks

khoya in October 2014

11

ce Revit easily

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Engineering Consultants

The project had two structural engineers, mechanical, electrical, civil and aviation as its major

engineering consultants.

The two structural engineers were a legacy of the history of the building. The domestic building

at the airport was an older building and had been engineered by Reed Jones Christoffersen

(RJC), while the international building was more recent. ETF-4 involved both buildings in its

scope and Bush-Bohlman had been recently involved in renovation work at the airport. So both

RJC and Bush-Bohlman were selected.

This meant that each engineer produced their own document set. The engineers coordinated

details and specifications as required but remained separate in their modeling and each

maintained their own Revit model.

The preferred BIM workflow for structural engineering at Kasian is for the architect to model

their own structural members (columns and walls, structural slabs and roofs) early in the design

process when they need to quickly make multitudes of changes. Later in the process, they void

out or turn off their structural elements and rely on the structural engineer’s model. Structural

framing is however left strictly to the engineer.

Figure 9. Structural model

Mechanical engineers produced a mechanical model and electrical engineers developed an

electrical model. However both were reluctant to populate their models with information forwhich they thought they would then be liable such as setting out dimensions which the

contractors need. This is a bottleneck in the BIM process.

Also the engineers do not model everything. The mechanical engineer is typically only required

to model items up to 2 inches in diameter while the electrical engineer does not model wiring or

conduit unless it is critical for coordination.


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The preferred mechanical workflow at Kasian is for the mechanical engineer to place her own

spaces in her Revit model. These can be based on the architectural room objects in the

architect’s model. The architect places and locates plumbing fixtures and the mechanical

engineer has the choice of whether to copy them into her model or to connect to the ones in the

architect’s model.

Figure 10. Mechanical model

The preferred electrical workflow at Kasian is for the architect or interior designer to provide an

indicative layout of light fixtures in the reflected ceiling plan. The electrical engineer or lighting

consultant can then replace these generic fixtures with specific designed fixtures.

Figure 11. Electrical model


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The civil engineer worked in 3D DWG format using Autodesk Civil 3D software. She provided

3D CAD backgrounds that the architect leveraged to create 3D toposurfaces in Revit. This was

critical to coordination of pavements, fueling stops, curbs, bridges and exterior envelope as

even minor height changes make a difference.

Figure 12. Consultant models and composite view

Coordination with the aviation consultant was important for designing the bridges and

connections to the aircraft and coordinating with fuel rigs. Minimum distances and constraints,as specified in the NFPA 4154 standard, had to be maintained. All of this while tying into the

existing building and its fixed levels.

The aviation consultant worked in 2D format using Vectorworks. This presented a twofold

challenge: first coordination of these complex conditions was weakened by working in 2D.

4 NFPA 415: National Fire Protection Association Standard on Airport Terminal Buildings, Fueling Ramp

Drainage, and Loading Walkways


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Secondly, the Vectorworks platform presented challenges translating to and from Revit.

Although both platforms read and write DWG format files, the export/import process always has

related portability errors because of the different approaches of the two vendors, and their tacit

unwillingness to provide seamless processes across their products.

Baggage Handling Subcontractor

The baggage handling subcontractor, Vanderlande industries, had a major scope of which the

ETF-4 project was just a part. In all they had been tasked to install 9 km of baggage lines in the

airport. They were under a separate contract with the VIAA and as such were present in the

process much earlier than the normal tender sub trades.

Their software platform was a heavily customized version of AutoCAD Architecture with which

they produced a detailed 3D model of their installation. The model was sufficiently detailed for

fabrication. This would have presented a problem if coordination was being done strictly in Revit

as the combined architectural and baggage handling models would have been heavy and

difficult to navigate. Fortunately, Navisworks was in use and this made the navigation of the

aggregated models much easier.

The baggage contractor clearly saw the value of 3D coordination and in fact organized several

of the weekly coordination sessions including teleconferencing in the designers at their home

office in the Netherlands.

One challenge with trying to coordinate design models with subcontractors is the question of

tolerances. The latter are used to working to real world tolerances while designers provide much

wider leeway in their models and documents. Thus, for example, the baggage subcontractor

would want to model baggage lines to within millimeters of a column which the architect would

dispute because the model does not show everything. Fire proofing spray on the column may

alone account for 50 additional millimeters.

CONSTRUCTION DOCUMENTS

Tendering and Cost Estimating

Bid documents were issued in PDF format. This is usual practice because the PDFs are the

sealed instrument of service of the architect. Professionals do not want the little understood

potential for liability associated with issuing a BIM model for tender purposes.

Cost estimates are also prepared off PDF packages to legally secure the contract sum. This is

an area where technology has far outstripped the conservative tendencies of practice. Toolsexist to do material take-offs from BIM models but these werenot used on the ETF-4 project.

General Contractor and Construction Manager

The General Contractor (GC) and Construction Manager (CM) were most active when

permitting and tendering got underway through the Construction Documents phase. There were

a total of five tender packages: Civil, Structural (2), Envelope and Building. The CM was present


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Figure 13. Baggage handling model

through the entire design process but the GC was selected only after the first tender was

issued.

The GC did not initially intend to use the BIM models but once they understood their potential

value for their construction conditions modeling, they virtually demanded that the consultants

provide 3D models. They also used Navisworks for coordination and some virtual construction

logistics. However, they were not prepared for full on clash detection and coordination using the

powerful clash detection features within Navisworks.

The exchange between the Owner, the Consultants, the GC and the CM over the BIM models

was interesting. The GC felt that the Consultants should hand them over since they facilitatedthe GC’s process. When the consultants hesitated the GC turned to the owner who demanded

that the consultants turn over the models.

The consultants, on their part, were hesitant for two main reasons. First, they were not sure

about liability for inaccuracies and errors within the models. Models are typically not quality

assured as this could potentially be a lengthy process, and in any case they are not the primary


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deliverable of the architect or her engineers. To this the GC said they would be willing to sign

any number of waivers and indemnifications that the consultants required.

The second objection of the consultants stemmed from the question what is the value of a BIM

model. There is definitely a premium in terms of investing in the tools and skills to produce BIM

models. There is also clearly a benefit to the GC and its trades.

But the owner argued that it had retained the consultants to deliver a building and that any and

all tools of their trade that made this possible was implicit in the commission. The owner felt that

it did not need to provide any additional consideration to the consultants for the use of their

models. It should be said that this matter was not entirely resolved, but the consultants did

share their models in the interests of maintaining amicable relations.

Another big challenge during the CD phase was the large number of issues (over 50). This

requires a sophisticated approach to the management of revisions. Even though Revit helps a

lot in managing sheet numbering information and cross referencing it does not have the

workflow tools for complex tender situations with demanding revision tracking and logging.

CONTRACT ADMINISTRATION

The Consultant team agreed to update their models through the Contract Administration (CA)

phase. This is not always the case in the industry. Many times CA is undertaken by senior

staffers who are not Revit users. They typically prefer to use AutoCAD.

Even when CA is done using Revit, many users do not update the model. Instead they issue

sketches and instructions as 2D line work based on the Revit model. The YVR team however

decided to maintain their models up to date as they made changes through the CA phase.

The benefit of doing this on this project was that the complexity of the project required it. There

were constant changes, updates and interim conditions arising from multiple tenders and

constructing in an operational facility environment. If the model was not up to date many of the

change orders would have been difficult to effect.

Another advantage of keeping the model up to date is that it is then record drawing ready at the

end of the process. No additional work needs to be done to issue record drawings. This also

means that the model is fit for further uses like facilities management or operations and

maintenance should this be required.

Steel Fabricator

The steel fabricator had a massive scope with steel accounting for 20% of the overall contract

price. Steel was tendered in multiple packages with each tender set up to follow the sequence

of construction.


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Figure 14. Steel subcontractor's model showing fabrication details


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The steel fabricator chose to model the steel details from scratch in Tekla, a steel detailing BIM

application. A big difference between the structural engineers steel model and the steel

detailer’s model is that the engineer does not typically model connectors, gusset plates, end

plates, stiffeners and other miscellaneous steel. These items can, however, be critical for

coordination, especially with interweaving mechanical systems.

In addition, engineers may not bother to slope structural members in their model, instead

providing this information as notes or with 2D symbols. Also, since they do not have final

member sizes for chords and struts in open web steel joists their structural framing tends to be

approximate especially when dealing with tight tolerances.

For these reasons, the architect as coordinating consultant, and the baggage handling

contractor were pleased to use the fabricators model for further coordination. Since the model

was created in a non-Autodesk platform, the fabricator exported it using the open format

Industry Foundation Classes (IFC) which was then imported into Revit and Navisworks.

The ability to visually coordinate steel with the fabricators model has been a big benefit to the

over-taxed CA architect who did not have the budget to review shop drawings in great detail.

Frequent interaction with the steel model has enabled him to catch several issues like

connecting plates sticking out of the floor which would have been elusive to catch by reviewing

2D drawings.

The Trades

Other subcontractors included Mechanical, Electrical, Envelope and Conveyancing. They all

used PDFs and CAD format drawings and did not participate in the 3D model. This has meant

that they were not as well coordinated and it has showed up on site with the Mechanical

subcontractor repeatedly infringing on the Electrical zone clearance.

CONCLUSIONS

The use of BIM technology on the YVR-ETF4 project was enjoyable, effective and beneficial for

the architect. It presented Kasian with a vivid picture of what project delivery will look like in the

near future. It set the bar in terms of applying digital technology to their transportation projects.

There were some important lessons learned along the way. First, you need good people to do

good things. Investing in human resources and skill development in BIM continues to be a

priority at Kasian.

Second, you need willing and ambitious leadership. Many of the experiments undertaken on

YVR-ETF4 would not have happened without the willingness and support of the Project

Manager and Principal in Charge, both of whom were not even Revit users.


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Figure 15. Leveraging the models during construction

Finally, you need willing partners to make the process work. If consultants and contractors arerecalcitrant then much less will be achieved. In this case the role of the owner is also important.If the owner is uninformed or apathetic about BIM then this will make it difficult to motivate theconservative elements on the project towards progressive solutions.

There were also opportunities missed on YVR-ETF4. Even though the technology was available

to them they did not fully leverage laser scanning technology and use point clouds to coordinate

complex existing conditions. This was however done to good effect on YVR-ETF5.

The client was ultimately not able to plan the integration of the BIM models into their facility

management and operations and maintenance systems. This remains a goal to strive for onfuture work.

Other value added capabilities were also skipped due to lack of progressive industry partners.

Thus integrating BIM models with specifications or with quantity take off tools did not happen

because spec writers and cost estimators have not fully embraced these capabilities.


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Finally, neither the consultants nor the contractors used Navisworks for formal clash detection

exercises even though they used it extensively for visual coordination. This was probably a

significant omission on a project of this scope and complexity and Kasian has since developed

the capabilities to run consultant coordination clash checks on Navisworks models as part of

their delivery process.

We end by mentioning some practice related challenges that the progressive use of BIM on

projects like YVR-ETF4 exposes. First, the lack of quantifiable metrics with which to describe

the successes of an aggressive BIM project like this one is striking. While most participants in

the process will hail it as successful and beneficial, no one can easily say how much time or

money it saved the project. This makes it harder to convince skeptics to invest more in

technology driven processes. Indeed, apart from self-fulfillment, the main positive outcome

Kasian can point to is an intangible – a deeper respect and relationship with the client.

There are also contractual impediments to the use of BIM that need to be resolved as the

technology becomes more widespread and mainstream. Consultants worry about turning over

models because drawings are still perceived as the instruments of service. The quality

assurance of BIM models is not an easy process, but without rigorous reviews BIM models carry

increased risk since they also carry much more information than drawings. It does not help that

the insurance and legal professions have not come out definitively on the status of BIM as a

delivery method preferring to take a wait and see attitude instead.

Figure 16. Point cloud technology on YVR-ETF5

THE UTILIZATION OF BIM SOFTWARE ON VANCOUVER INTERNATIONAL AIRPORT, TERMINAL RENOVATION PROJECT

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