14
INSIGHTS
Embracing technological advancements and digital delivery is the only way our industry will remain adaptable
Throughout the RIBA Plan of Work Stages 1 and 2, the (planned) early integration of our Arup structural analysis model into the corresponding documentation (Revit) model ensured the designs were aligned from the outset. In parallel, BDP and Arup MEP were developing their respective models, which, when federated together, ensured that the highly constrained and technically packed site was also fully coordinated from the outset. This collaboration allowed us to save both time and cost, whereby we were able to minimise design changes and abortive construction works.
The future of construction © BDP & Nick Caville
The team’s weekly BIM and design meetings went uninterrupted due to the use of Teams and other virtual engagement tools. Rather than shy away from embracing these technologies, teams which remained adaptable and open-minded were able to quickly embed them into their ways of working. And, while we do not expect a global pandemic to occur in the way this one unfolded again, lessons can be taken from this approach to technological advancement.
These technologies are now embraced as part of everyday working culture, due to the fact they actually accelerated the pace of collaboration. We were able to host short co-ordination calls and share screens, enabling the team to resolve issues with relative immediacy. This may seem obvious today, but we are all working in ways that would have been unthinkable just fi ve or so years ago because we adapted by using new technology.
Embracing BIM Qualifi ed digital and BIM experts were on hand throughout the project to rapidly develop concepts through digital design. These BIM leads were essential to its delivery as they improved design and programme certainty. Importantly, they also organised regular collaboration workshops, which alternated with the usual design team meetings, to further embed the values of digital alignment into the project.
Rapid decision making and implementation were also made possible through using BIM technology and native model authoring tools, such as Revit and supporting cloud collaboration tools, as we were able to visualise the many detailed interfaces throughout the building. Having designers alongside modellers who could make suitably considered changes on the fl y also accelerated the process. As a result, only the more challenging coordination items were carried over on the agenda for the wider design team meetings later each week, or quickly followed up post-BIM-meeting with sketches, fi gures and interim model releases to enable continued effi cient development of the model.
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Embracing technological advancements and digital delivery is the only way our industry will remain adaptable to future global challenges we cannot yet foresee. The Paterson Building proves this approach not only works, but works better and quicker than tried and tested alternatives. However, achieving this relies on BIM being backed by all parts of a team which is willing to work together in a fl exible manner.
This has long been a matter of debate, with the 2011 Government Construction Strategy brought in to ‘replace adversarial cultures with collaborative ones.’ And yet, all too often our industry does not embrace this culture; it certainly takes too long to fully integrate it into our ways of working.
© BDP & Nick Caville
There is no excuse to continue using BIM only sporadically, with many clients now having much higher expectations for projects established using BIM and targets for data and digital often set from a project’s inception. To continue creating innovative and exceptional designs, we must therefore accelerate the adoption of technology by utilising BIM experts to realise the technology’s full potential.
Will House is an associate at Arup ADF SEPTEMBER 2024
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