Personal Progress Report VDC Certificate Program Project Summary

Personal Progress Report
VDC Certificate Program
Project Summary
*Little Mermaid Ride @ Disney’s California Adventure in Anaheim, CA
‐Project Scope: A 20,000 sq. ft. single story (with mezzanine) steel‐framed
structure with 1,000 sq. ft. of covered queue.
‐Project Description: A high level Dark Ride (blacklights) in which guests travel in a
two‐seat ride vehicle (clam shell) on projected water “above the sea” scenes as
well as “under the sea” scenes. The ride is based upon the animated film, “The
Little Mermaid”.
‐My role is oversight of the construction management team that will procure
design‐assist services and the construction of the attraction. I will not have a
“hands‐on” role.
‐ Over the last 30 days, 3D Models have been produced by design assist
subcontractors such as; structural concrete, structural steel, mechanical,
plumbing, electrical, and rock work. The contract model is managed by the
construction manager. Clash detection commenced.
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Project Summary
‐ The VDC organization will include: Walt Disney Imagineering (WDI) , the Construction
Management Team, Bernards, and select subcontractors.
Selected subcontractors: mechanical, electrical, plumbing, fire protection, structural steel,
and themed finishes, for example, will provide design assistance to the WDI design
engineers through the construction document phase. WDI will be the Engineer of Record.
The selected subcontractors will also provide support with material and equipment
selection, provide target estimates, scheduling, and overall coordination. The
subcontractors’ shop drawings, erection sequencing plans, and other working drawings are
completed as the construction drawings are completed.
WDI as the Owner/Client provides conceptual and schematic drawings. With the help of the
selected subcontractors, the WDI design team completes the construction documents.
WDI also provides the design and implementation of the “show” and ride components. The
ride is the vehicle which propels the guests throughout the facility. The “show” group
designs and implements everything from animated figures, faux foliage, FRP figures such as
fish, an octopus, pumpkins, trees, sea urchins, and ship wrecks plus a hundred other under
water special effects and figurines. The ride and the show pieces are fabricated by special
vendors. Their work is coordinated into the typical “brick and mortar” facilities work.
The Construction Manager provides the physical coordination of all the individual trades
including show and ride using BIM and is responsible for executing the work‐in‐place,
maintaining the target budget and schedule, and quality assurance.
WDI also provides in‐house overall project management services, estimating services, and
overall planning. 2

Project Summary
• Overall Goals:
‐ Achieve “Target Value Design” – reducing re‐work in design/estimate/re‐design cycle.
‐ Reduce Owner’s field presence.
‐ Accurate cost information.
‐ “Just‐in‐time” delivery for labor materials, equipment, and assemblies.
‐ Constructability through designer/contractor collaboration.
‐ Impeccable coordination with continuous exchange of information.
‐ Once established, the target design value is never exceeded.
‐ Eliminate RFI’s.
‐ Front load the design process to shift site “learning” to the design office.
‐ Reduce construction schedule time frames due to better coordination.
‐ Reduce field initiated change orders due to conflicts in drawings.
‐ More cost effective equipment selections and specifications.
‐ Overall time savings for more efficient shop drawing review.
‐ Development of a collective plan for achieving construction quality.
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*Little Mermaid Ride @ Disney’s California Adventure in Anaheim, CA
‐ Previous Goals:
(i) Finalize Construction Management Team.
Construction Management Team was fully staffed during March 2009: Sr. CM,
Integration Manager, BIM Coordinator, Project Engineer, and Project
Superintendent.
The Integration Manager (IM) manages the participation of all Design Team
members in the BIM process as well as managing the efficient functioning of the
“Big Room”. The IM is the “enforcer” of the Design Team ensuring an open
collaborative and efficient operation of the “Big Room” as well as adherence to
the Goals set by all Design Team participants at the formation of the Design
Team.
The BIM Coordinator (BC) manages the technical aspects of the BIM process
including subcontractor input to the Design Team’s shared file site, Clash
Detection Report procedures, documentation of solutions, as well as monitoring
resolution of items on the Issues Log.
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(ii) The Design‐Assist Services of main trades were procured during the month of
March 2009: MEP, Structural, Shoring, and Fire Protection as well as Metal Studs,
Drywall, and Themed Finishes.
The term Design Assist in the IPD context means key Contractors in trades
designated for participation in the BIM process who will be selected early in the
preconstruction design phase (schematic design), contracted to perform
preconstruction services as part of the Design Team, and who will build the
Project if they fulfill their responsibilities during preconstruction.
During the month of April 2009, we had an issue with the Fire Protection
subcontractor whose target estimate was approximately double the project
budget. An independent estimate and two other subcontractor estimates
confirmed that the design assist Fire Protection subcontractor had not provided
competitive pricing. The Fire Protection design assist subcontractor’s contract
was terminated for convenience and a replacement design assist Fire Protection
subcontractor was employed.
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(iii) Begin Target Budget Analysis with subcontractors.
The owner established its own budgets months prior to employing any design
assist subcontractor. Once design assist subcontractors are employed, they
provided the owner with target estimates, based upon schematic drawings
and, in some cases, design development drawings, for their scope of work.
The end result was a validation of the owner’s original budget except for one
trade.
Target estimates from subcontractors continued. As stated in Item (ii) above,
we have replaced the Fire Protection design assist subcontractor.
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(iv) Develop protocol regarding file sharing in the file depository.
Below is an overview of the 3D Model file sharing process broken down
into a step‐by‐step process. Following each upload or download, a
notification is to be sent through Buzzsaw to ensure that all necessary
parties are informed that the task was performed:
1.)BIM Coordinator/CAD Manager uploads the Designers’ Project drawings
to Buzzsaw. A predetermined deadline for uploads should be established
to ensure that Project drawings are up‐to‐date.
2.) DA Contractor downloads Project drawings, uploaded by Designers, to
their local computer. A predetermined deadline for downloads should be
established to ensure that drawings, posted by Designers, are up‐to‐date.
3.) DA Contractor proceeds with their modeling efforts and uploads their
updated 3D Model by no later than a predetermined deadline for 3D
Model uploads.
4.) BIM Coordinator downloads all DA Contractor 3D Models to local
computer. On the Little Mermaid Project, the DA Contractors 3D Models
are saved on the same network folder utilized by the Designers.
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5.) BIM Coordinator creates NavisWorks master nwf file using all available
models saved from Buzzsaw on either local or network computer. By
utilizing file naming conventions, the creation of the NavisWorks
master nwf file should only be a one time effort. Occasionally, it will be
necessary to “append” or add 3D Models to this nwf NavisWorks file.
6.) BIM Coordinator uploads NavisWorks master nwf file to Buzzsaw.
7.) BIM Coordinator opens NavisWorks master nwf file for review by CM
Team, Designers, and DA Contractors in the Big Room Meetings. All
search sets, viewpoints, and comments are saved after the Big Room
Meeting as a historical NavisWorks nwd file.
8.) BIM Coordinator uploads historical NavisWorks nwd file to Buzzsaw
within one day of the Big Room Meeting for review by all participants.
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Documents – File Sharing
Since 3D Model file sharing is only one aspect of the Integrated Project
Delivery Process, it is necessary to also describe the file sharing process for other
documents for example, forms, logs, submittals, agenda, and other documents
that support the day‐to‐day operations of the CM Team, Designers, and DA
Contractors. Therefore, it is imperative that this less attractive, but equally
important, procedure be described. For this reason, the procedure provided
below has been created for the Little Mermaid Project:
1.) For Non‐working documents (e.g. PDF, photos, etc…):
a.) Owner of document uploads file to Buzzsaw in the appropriate location
within the file structure and notifies responsible parties.
b.) Reviewer downloads file to local computer as required.
c.) If comments are to be provided, the reviewer utilizes either
Adobe
Acrobat Professional to provide comments or prints,
handwrites
comments, scans to computer, and uploads to
Buzzsaw. Review then
sends notification to responsible parties.
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Documents – File Sharing
2.) For working documents (e.g. Microsoft Excel, Microsoft Word, etc…):
a.)
Owner of document creates form, log, or etc…
b.) Owner of document uploads file to Buzzsaw and sends notification to
responsible parties.
c.) By right clicking on document and selecting “Edit”, the document is
downloaded to user’s computer and the document is locked in Buzzsaw to avoid
concurrent use. In effect, this document is checked out by user.
d.) When user is complete with document, it is uploaded to Buzzsaw and the
previous version of that document is overwritten. Notification sent to
responsible parties.
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(v) Schedule a kick‐off meeting with the project management and design teams,
subcontractors, and construction management.
Establish and track the team commitments and commitment reliability. The team
utilizes SPS/Production Manager to track commitment reliability.
Plan Start End CR Site CR Support CR Total Planned Compl. As Planned Not Compl. As Planned Unstatused
1 1‐Apr‐09 7‐Apr‐09 30.00% 30.00% ‐ 20 6.0 14.0 0
2 8‐Apr‐09 14‐Apr‐09 53.33% 53.33% ‐ 15 8.0 7.0 0
3 15‐Apr‐09 21‐Apr‐09 85.71% 85.71% ‐ 14 12.0 2.0 0
Average CR: 56.35% 56.35%
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