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INSIGHTS
SITE LINES
The secret to collaborative & adaptable projects
Will House of Arup discusses why making a success of BIM requires a culture of collaboration and adaptability, which was put to the test on the project to create Europe’s largest cancer treatment and research campus in Manchester
W
e are in the midst of a technological revolution which shows no sign of slowing down, and which all industries must fi nd a way to keep pace with. While
the architectural, engineering and construction industry has long embraced Building Information Modelling (BIM), its quality and technicality continues to advance. This means that, to truly take advantage of these technologies, teams must be willing to work collaboratively and adaptably across sectors and expertise. If the industry can collectively develop this growth mindset, everyone will benefi t. We could harness BIM to enable the digital delivery of projects across their whole design period – from concept, to detailed design, and even to construction and handover.
An example of this approach is the Paterson Building, a new £150m cancer research facility at The Christie NHS Foundation trust in Manchester, and the largest cancer treatment and research campus in Europe. This ‘social infrastructure’ project has both national and international signifi cance, showcasing what BIM can produce when stakeholders join forces, and offering lessons for future projects.
Putting collaboration front and centre The success of the Paterson Building project is due to the prioritisation of collaboration. Three separate client organisations – The Christie NHS Foundation Trust, the University of Manchester and Cancer Research UK – could have been extremely challenging. Each is a leader in its respective fi eld, and had their own requirements and hopes for the project. We were also dealing with a particularly sensitive site, our task being to design a new building due to a devastating fi re that had destroyed the original. The team chose not to see these elements as hurdles, instead proactively choosing to adopt a unifi ed mindset across the full project team and its clients. For example, Arup and BDP Architecture worked together from the very outset of the project.
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They were both involved in leading extensive stakeholder workshops, and this collaboration continued throughout the entire project.
Turning to technology at moments of uncertainty The Paterson Building’s development took place during the global Covid-19 pandemic. As with many other buildings at the time, there was naturally much concern about the risk this crisis posed to the timeline and outcome of the project. But luckily, as with so many industries during the pandemic, technology came to the rescue.
ADF SEPTEMBER 2024
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