Portfolio Magazine

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/D from Start to Finish

An in-depth look at a major projectfor the U.S. Army Corps of Engineers

with the best apples-to-applescomparison possible. - Page 6

Hometown CharmFrom 2D to 3D to Real life - 34

BIM Manager and Coordinator, 3D Renderer andArchitectural Photography

(540) [email protected]

' , A veterinary clinic with award worthy style - Page 42

Considering Going BIM5 Pieces of Advice of Advice whenConsidering Going BIM - Page 20

/D 5 Buildings, 2 Years, 1 Model

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BIM Services: D D D W/D W Company Standard Development W d/ W /D /W

Training services: BIM management Revit Navisworks 3ds Max Design Photoshop AutoCAD AutoCAD Architecture & MEP

3D services: 3D Model Building ^/Z s Z Material Comparison Design Comparison >^ &W / t

/ s dW KW K /have learned a lot about the building process. Each of you has taught me di erent things that I will / K/ that help put them together.

^Z E Village Manager, Village of Tinley Park

/ / Below are some comments from past clients.

Every company, and every project is di erent. I would like the opportunity to learn from your company. / me. Thank you again and I hope to hear from you soon.

Sincerely,

Robert Androse Glover

[email protected]

d & d on this e ort. Thank you very much.

Thomas L. Fitzgerald, P.E.Vice President, Wiley|Wilson

K were readily available to assist with the design/ to maintain project schedule.

U.S. Army Corps of EngineersReview of C11 Project

/devoted to respond to my problem.

Ricardo Gomes

Absolutely love the class and you are anincredible teacher. Truly the best way possibleto learn Revit!

Frances Hamilton, AIA, LEED AP, SEED

12 About Robert Androse GloverBackground and Resume

6 /D WDetailed account of a Design-Build project fromdesign through as-built

14 BIM-Real World Comparisons D &

20 Considering Going BIM & /D

22 3D Rendering ExamplesExamples of past work

34 ' d E dWd^

40 Architectural Photography ExamplesExamples of past work

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Summary:K / s s

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I have over 14 years of experience in the design industry with the last several years focusing on/D s / / /D /D /am driven by new challenges and enjoy learning new programs and skills.

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for BIM in general, as well as Navisworks, Revit and project speci c methodology. Teaching classes to a wide range of people with various levels of experience on a wide range of

topics including: BIM and VDC project management, Revit, Navisworks, 3ds Max and more. W/D

t /D s

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adherence to project and company standards, constructability, and e ciency. &

least amount of re-work and cost.

3Professional Experience and Key Accomplishments:BIM Project Management

/ / Designed and implemented the company BIM procedures / D

d^ d Train and improve technical skills as well as work ow and process management W

s Created 3D renderings that have won acclaim from clients, contractors and coworkers ,

Architectural Design Was a key member of the team to design and win the largest project in company history ,

including, schools, o ce buildings, dormitories, prisons and manufacturing Provided professional architectural photography services for a wide variety of projects

W Coordinated all new/modi ed building systems as required While responsible for code compliance not one project was rejected by code o cials

4Technical Skills: Z W D W AutoCAD Architecture/MEP Navisworks Manage D Adobe Photoshop Security Clearance

Employment History and Key Projects:d/, Richmond, Virginia, (10/2013 - Current)

Revit Supervisor/Instructor W project styles, for people from all over the country and world.

Z Z h materials and all requires associated les.

Studio Connect W

Wiley|Wilson, Richmond, Virginia, (10/2008 - Current) CAD/BIMTeams /D facility.AirForce/NavyDormitory,FortLee,VirginiaArchitecturaldesignassistanceonanew600-persondormitory.

Interplan Midwest, Oakbrook Terrace, Illinois (2/2008-8/2008) Dunkin Donuts

Applebees

hotel to comply with company design standards and local building codes. Planet Beach

D Androse GloverD Ws>

Gentle Care Animal Hospital Wsubmission

Westwood Horse Farm Photographed the house, barn, arena and other buildings for thesale of the property

^Z Rendering of new residence in suburban Chicago

5Community Involvement: ^ D Zd D D E /D ^ E /D ^h^W

^ W^ Z h' Z h' s Z& /D

D ^ promote the Central Virginia Food Bank and annual fund raising event

^ W^ E &ds

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Conclusion:

/D /D / E / /D d whole host of other skills that make me a valuable asset to any design company.

d / dyou again.

Sincerely,



6

The new Central Campus training area at the Fort LeeArmy base in Petersburg, Virginia, is home to a wide variety &^ Center of Excellence (SCoE), which includes laser gun range , explosives robot training building, and 11 large specializedtraining buildings. Each of these specialized training buildingsfocuses on a di erent technology or type of vehicle that the

quartermasters in the Army will need to know how to strip down and repair in the eld and during & t t t D :team under two separate design/build contracts for the U.S. Army Corps of Engineers, Norfolk District(USACE).

Buildings C6, C7, C9, and C10 were under one contract and Wshort. Building C11 was a separate contract but is adjacent tothe other four buildings and is used by the U.S. Marine Corpsfor training some of their soldiers on equipment repair. Alltotal, the ve buildings are more than 527,000 square feet with and built in less than 21 months allowing them to be turnedover to the USACE several months ahead of schedule.

These ve buildings are each unique and specialized with rooms such as arms vaults, a radiac lab, a cryogenic lab, raised oor computer centers, and even a room for repairing chain guns while D h d

labs, and o ce space along with the necessary accompaniment of restrooms,break areas, and auxiliary spaces. Due toseparated from the rest of the building by K area for large training equipment and two10-ton cranes. This part of the building is apre-engineered structure with a CMU baseand wall panel above. Behind the high-bayis a single story ancillary space which is pre-engineered structure, with CMU veneer./electrical spaces as well as restrooms, break

& C6, C7 and their associated site work

Design proposal rendering for buildings C9 and C10

Design proposal rendering for buildings C6 and C7

7As part of the design/build contractswith the USACE, the buildings had tobe designed and built using Building/ D /D accordance with the strict requirements & USACE required: nal digital deliverable D

clash free; all items that would show up in a 1/4 per foot drawing, or 1-1/2 in diameter or larger, such as electrical panels, mechanical air or water ow, architectural wall schedules, equipment t t AutoCAD Architecture, AutoCAD MEP, Revit Architecture, and Revit Structure depending on the job based programs. As such Wiley|Wilson and W.M. Jordan were able to get a variance from theh^

deliverable in Revit format, which other USACE d Z built drawings. At the conclusion of this projectit was the opinion of the BIM Manager for theUSACE Norfolk o ce that Revit models were D

Design team, Wiley|Wilson and general contractor, W.M.: &>dcontracted with the USACE. Along with Wiley|Wilson and W.M.Jordan, team of select sub-contractors were included during the d and the sub-contractors provided a wealth of boots on the a whole.

/D members of all parts of the projects able to see progress and help resolve tough issues. Each weekthe designers would upload speci c parts of speci c buildings to a single on-line project website.

d procedures using Navisworks. The clash results were then used t from the designers and sub-contractors. One such issue waswhere the main duct trunk lines came down from the roof top requirements for ceiling heights and limited oor to roof height

Design proposal rendering for building C11

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Building C11 design BIM model

/D

8 Because of this limited space and the large ducts, thesprinkler main that ran down the corridor could not results being o ered up, it was determined that the sprinkler main would stay as low and close to the wallas it could and the mechanical sub-contractor would eld modify the duct work to chamfer the corner. Without the sign-o of the sub-contractor and the main was trying to run squarely through the duct.

Processing the clash results fromE evolved during the early part of the project.Eventually a smooth process was developedthat allowed the team to work e ciently to resolve issues as quickly as possible. As thechart to the right shows during the clash- to resolve more than 300 clashes, whereasthe chart on the next page shows the sameprocess for the fourth building, C6. By theonly seven weeks to resolve 130 clashes.W process. The process found to work thebest involved grouping issues together. Forexample, if a piece of electrical equipment column and a water supply pipe the twoseparate clashes generated in Navisworks during review were marked-up and saved as viewpoints. These les were also the basis for the BIM

was made to the Navisworks model it was exported ina read-only format and saved to the online le project using the free version of Navisworks that each teammember had on their computer. This process of clash the sub-contractors.

sprinkler pipes with bends to avoid mechanicaland electrical equipment not yet installed.

Building C7 grouped clashes by week. The increase in clashesduringtheeighthweekisbecausethesprinklersub-contractors d

Design clash showing sprinkler pipes in di users

9Once the design was complete and the building system layoutswere clash-free the models were handed over to the contractors / run by the engineers and architect, each of the sub-contractors d items such as hangers. If the new layout caused problems the sub-contractors were made aware and had to revise their models toavoid the problem. If problems were persistent, di cult to resolve, /D to resolve the problems.

It was crucial during thethat the sub-contractorswere involved and engaged/D It was their responsibilityto review the model for

constructability issues and to voice requests for changes to& equipment. If the mechanical contractor had requested the other equipment during design, it wouldnot have been a problem for the mechanical engineer to incorporate and thus the pre-engineeredstructure would have had heavier steel to accommodate the load.

K Unfortunately not all eld changes were captured in the sub-contractors models so the design team Z&/ changes were found and resolved with the help of the contractors, providing a more comprehensive set of

Technical lab in building C7

Building C6 grouped clash results.E .

Wchanical duct work would not have been /D

10

d then they had to rapidly convert all models to Revit for the nal deliverable to the USACE. Originally the USACE wanted totally clash free models, so that they could run any building system against any otherand have zero clashes. Upon further discussion the USACE was convinced that this was an unreasonable / h^& that clashes with walls and oor would be acceptable. The nal les turned over to the USACE included Revit models for each discipline and one with all disciplines grouped together plus IFC and Navisworks les for each discipline generated from the Revit models. PDFs and 2D AutoCAD les for each drawing sheet and hard copy drawings were provided for archive on base.

Many people have touted how great BIM and andmoneyonaproject.Theproblemis,eachbuildingis di erent so it is very hard to get a true apples-to- project without BIM versus a design/build projectwith BIM. The Central Campus site however, o ered what may be the closest comparison available.As it happens, W.M. Jordan was also the generalcontractor for another building at the same campus, building C2, which was a design-bid-build project ofsimilar scope and size to each of the CC2 buildings. Even some of the same sub-contractors were involved. and bene ts of BIM and design/build.

11

Building C2 was a design-bid-build project with separate contracts with the USACE for design and the other buildings in the Central Campus area, was a four-story steel structure with CMU and brick /ancillary area in the rear. It did not, however, have a BIM requirement and only cursory use of BIM d / Z&/ through the USACE then to the design team.

With such similar buildings, severalkey metrics were focused on forcomparison including cost per square Z&/ Z&/ K of the most talked about comparisonson projects is the cost per square foot.For building C2 the cost per square footwas $128.72, where-as the averagecost per square foot of C6, C7, C9, C10and C11 was $146.09. This representsa 13% increase in cost; however, this was due to a number of issues including scope di erence, to-exceed amount, pre-approved by the USACE and Congress, so the increased cost was expected bythe USACE and as such not a valid point of comparison.

Classroom in building C7

Fourth oor corridor of Building C9

Building C10 high-bay

12

Building C2 took 437 working days t D : of the building to the USACE. Thisis in stark contrast to the averageof 250 working days for each of the

d / D /D ' ableto begin even asthedesign teamwas wrapping up design documentsallowing for a faster turnaround two contracts. What does explainthis di erence, at least in part, goes back to the RFIs for C2 having to befunneled through the USACE beforegoing to the designers.

' number of RFIs. As such the greatest common denominator between the projects is RFIs per squarefoot. While not a truly valid comparison, it does give an idea of the number of RFIs in equal comparison.Building C2 had 207 RFIs for 114,748 square feet totaling 0.0018 RFIs per square foot. This is comparedto CC2/C11 with 528,470 total square feet and 420 RFIs equaling 0.0008 RFIs per square foot. This is Z&/

d Z&/and many issues found during onebuilding were able to be resolvedin the remaining buildings prior tobecoming an issue.

Number of RFIs ComparisonBuildings Square Feet # of RFIs E ciency (RFIs/SF)

C2 114,748 207 0.0018

CC2 & C11 528,470105,694 avg. 420 0.0008

^

Buildings Issue for

^

Net Working Days(5/week)

C2 6/23/2009 2/23/2011 437C7 2/1/2010 12/17/2010 230C9 2/1/2010 1/24/2011 256

C10 3/5/2010 2/23/2011 254C6 3/5/2010 3/21/2011 272

C11 6/28/2010 5/27/2011 240

Cost Per Square Foot ComparisonBuildings Square Feet Cost Per SF

C2 114,748 $14,770,619 $128.72CC2 451,507 $66,637,433 $147.59C11 76,963 $10,568,623 $137.32

CC2 & C11 528,470 $77,765,357 $146.09

Building C7 high-bay

13

K number of RFIs the average from 14 days on building C2 to just5 days on CC2 and C11. That is over t Z&/ have some tangible e ect on the d/D Z&/ Z&/ //D W Z&/ average response request of ve days, again showing that issues were found earlier, prior to being an Z&/

It is clear from this project that BIM and the design/build process were a great bene t to the project. No one can deny that without these processes the W.M. Jordan and Wiley|Wilson would /D

For this project, Robert Androse Glover served as 3D Rendered, architectural designer, BIM/D WD , t not have been a success. The following pages are real examples of BIM and how it related to the real

RFI Response Time Comparison

Building(s) # of RFIsResponse Time

Requested Actual Di . +/-C2 207 2 14 +11 Days

C6, C7,C9, C10 294 5 4 -1 Day

C11 126 4 4 0 Days

Central Campus Signage as part of the CC2 project

Building C11 high-bay kiosk from design model Building C11 high-bay kiosk as-built

14

Building C7 design model

Building C7 as-built model

15

At rst glance one would assume that the /D however it was one of the most challenging areasin the buildings.

The largest concerns were the 10-ton craneson each side of the high-bay that had to have clearaccess to the oor throughout all bays. This meant that no pipe,duct, or structurecould enter the no- y-zone created by the crane, hook and supports. To account for this in the model a complex blockwas created to denote all the possible areas thecrane, hook and supports could move to/through.Shown to the right are vehicle exhaust ducts on d tripping hazard; while keeping the doors shut, but of the crane hook when needed.

Another major concern of the high-bay areawere the massive 10-0 by 20-0 overhead E structure, sprinkler piping, lights, and a large number of sound ba es. To ensure the doors would be able to open properly the architecture and BIM team coordinated with the door installers to create a d

Building C7 design model Building C7 as-built model

16

Among the many lessons learned for the teamduring this project, two key lessons stand outand have been incorporated into Wiley|Wilsons/D projects.

The rst lesson learned was to incorporate 3D ceiling grids. Not just a ceiling object, but actual d provides an easy, viewer friendly way to seethe ceiling while being able to see through theceiling without the need for transparency (asshown in the as-built model, top right). With this as de ned by the architect, were to be installed exactly as depicted. If the ceiling grids had been clashes would have resulted from items such as

d d t speci c clash and resolve the issue without the need for any assistance. Examples of these can be see as blocks. When seen from above, as typically viewed when resolving clashes, they stand out againstthe light colored oor.


17


During design review the client decidedthey wanted more cubicles in most of the openo ce spaces. With the approval of their internal designers, a new cubicle layout was created during dcoordinated the cubicles very closely so that all ofthe power and data outlets would be accountedthe cubicle installer decided to leave o a wing panel against a wall thinking it not necessary.Unfortunately this one panel covered the cableaccess point for most of the o ce and was right next to a door. Without this panel the large numberof unsightly cables were highly visible. Obviouslythe client was not happy about this and requestedthe panel be put back in to cover the cords.

18

Building C7 design model


d

19


Although the client andcontractor only requiredmodeling of items 1-1/2diameter or larger, pipes assmallas1/2weremodeled.This was done to assistwith the plumbing wall clarity. Even the accessoriessuch as soap dispensers,toilet paper dispensersand shower curtainswere modeled to ensureall systems.

20

/D /D /D

Failing to prepare is preparing to fail: Legendary UCLA basketball coach John Wooden alwaystold his players failing to prepare is preparing to fail designersand contractors should always keep this phrase in mind when makingdecisions about BIM. When you combine the rampant ine ciency /D IF when and how. If youhave not already started building an infrastructure to develop the /D /D /will help you get the process started and will grow with the companyas needed to keep the company moving and growing in the right

Every Project is an Opportunity: There is no excuse/D you perform. Even if you pick one BIM use and applyit on a single oor or area of a building, you will gain your company in the long run. While each individualthe accumulated value of the knowledge and experience

Involve Everyone: The phrase lonely BIM was coined to/D BIM within your own company. The development of an /D /D work ows. At a minimum, at least one person from each manner to guide your BIM strategy dont just leave it all upto the BIM guy.

21

D z/: If you want to fully leveragethe power of BIM, you must develop an organized and t /D / resources necessary to thoroughly understand andorganize all the data your company and your client, you to map this data to objects and unlock the full/D will not be used.

/D s &/D beyond the project level, the prevailing mindset is toleave it up to internal champions to take up BIM asa personal cause and lead the charge for awareness t /D most passionate individuals cannot succeed unless hours. BIM is far too important to be developed to make BIM a priority, nd the right people and nd a way to incorporate BIM into their weekly job

, /D D D /D >the large number of smart objects needed for most projects.

Do you have what it takes/D /Plan in your rm? Are you ready to start winning newbusiness with BIM, performing pro tably, and o ering the rest experience? Robert AndroseGlover can help get the ballrolling, keep it rolling, and keepthe ball on the right track.

35

The Gateway to the Rail ExperienceA hundred years ago, architects put a great deal of e ort

d community focal point. It linked the town and the outsideworld. It symbolized progress.

Unfortunately, things changed. Architects started Metallic colors replaced warmer colors. Although modern the slick design.

d &

1) Physical ElementsCertain architectural touches make people feel good

&create a sense of place for future adjacent development.Clock towers provide visual focal points for surroundingareas. Canopied areas with masonry walls create secure, D ' Illinois combines these elements to create a sense ofpermanence and warmth.

2) Materials

D dPark, Illinois station, custom wood furnishings, woodtrusses, cedar siding, and slate roofing recreates thedD t ZZ t

& t E

D dW can get an espresso from the co ee shop and plug laptops into jacks on specially designed wooden counters. No need to worry about missing the train while working... large glass windows provide anexcellent view of the tracks. These exible elements will adapt as peoples habits change.

Metra Glenview Station The physicalmake-up of the facility enhances the publics

D t ^ d

36

D dd^ d

appeals to non-commuters as well. For example, the building may^ a cup of co ee. The atmosphere might even inspire them to plan a downtown train trip.

Safetyt

(perhaps an open co ee shop or restaurant) feels much safer. Also, enhances physical and psychological safety.

^ '

dW D ^ h^

E D E with the morning and evening rush. It is a vibrant, friendly environment. It is the place to be!

s cafe) elements. Also, the building is designed as two clock hands set on a radial concrete paver plaza watch face.d

/

test renderings on the next page

37

D d^ ddWd^

The use of Old-World materials and designs was torevitalize the modest downtown of Tinley Park. RobertAndrose Glover was brought onto the project by JamesPetrakos, AIA (Jim). Jim wanted Robert to show themhow a joist would join with the clock tower. With some dWd^

After quickly completing the small modelrequested by Jim, the tasks for that small model joists and a tower was now a complete exterior ofthe facility.

Attention to detail was paramount on thisproject. All materials on the project had to meet dglass on the lights had to be the same color ande ect as the real lights, the shingles couldnt look dimages.

Eventually a few views were selected, andrendered at high quality. The combination of created truly special images. These renderingsdraw a person into the site, and make them feel like One such rendering was even used for the Villagesdrendering appeared on more than 10,000 vehicles

D

The model was extremely complex, containing overone millions faces (a triangle that makes up visualobjects)

Several maps used in the model were made from reallife sample materials selected by the architect, such as

dWD ^ sparked further downtown development.

38

Tinley Park, Illinois ^

Midwestern values. The Village of Tinley Park is one suchE Village lies 25 miles southwest of Chicagos Loop just 45minutes by train. Recently, Tinley introduced a new villagean icon of solidity, unity, and community spirit. Residents andvisitors perceive it as a centerpiece of the Villages downtown. dW^

Old Tinley ReturningTo refresh its image, the 150-year-old Village created a master

plan encouraging a Main Street USA atmosphere featuringbuildings with a warm, turn-of-the-century feel. Metra, Chicagos s s dwith other faade and landscape improvements, invigorates theVillage becomes a paradigm of what Mayor Zabrocki calls theold-world charm.

Stone, Wood, and Espresso>

th/early 20th century, speci cally the exquisite work of the Greene brothers. Commuters can enjoy early 1900s coziness evoked by exterior stone walls, slate roofs, wood shop, and plug laptops into jacks on specially designed wooden counters. Or, they can stroll up tothe 3rd s >

Teammembersstudied thearchitectureoftheGreenebrothers,well-knownarchitectsduring century. The homes they designed featuredexquisite, custom-made woodwork.

s

39

A Timely Design ConceptThe building is designed as two clock hands set on a radial concrete paver plaza watch face.

d / d s dW

A Regional SuccessdWD d t

dW^ t this facility, says Zabrocki, the style and character that is uniquely Tinley Parks will be evident tothose who cross any of our borders. It is a regional success.

/

BIM Services: D D D W/D W Company Standard Development W d/ W /D /W

Training services: BIM management Revit Navisworks 3ds Max Design Photoshop AutoCAD AutoCAD Architecture & MEP

3D services: 3D Model Building ^/Z s Z Material Comparison Design Comparison >^ &W / t

/ s dW KW K /have learned a lot about the building process. Each of you has taught me di erent things that I will / K/ that help put them together.

^Z E Village Manager, Village of Tinley Park

/ / Below are some comments from past clients.

Every company, and every project is di erent. I would like the opportunity to learn from your company. / me. Thank you again and I hope to hear from you soon.

Sincerely,


[email protected]

d & d on this e ort. Thank you very much.

Thomas L. Fitzgerald, P.E.Vice President, Wiley|Wilson

K were readily available to assist with the design/ to maintain project schedule.

U.S. Army Corps of EngineersReview of C11 Project

/devoted to respond to my problem.

Ricardo Gomes

Absolutely love the class and you are anincredible teacher. Truly the best way possibleto learn Revit!

Frances Hamilton, AIA, LEED AP, SEED

/D WD ZW

/D from Start to Finish

An in-depth look at a major projectfor the U.S. Army Corps of Engineers

with the best apples-to-applescomparison possible. - Page 6

Hometown CharmFrom 2D to 3D to Real life - 34

BIM Manager and Coordinator, 3D Renderer andArchitectural Photography


' , A veterinary clinic with award worthy style - Page 42

Considering Going BIM5 Pieces of Advice of Advice whenConsidering Going BIM - Page 20

/D 5 Buildings, 2 Years, 1 Model

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