EnergyShield

Continuous Wall Insulation

TRUST ISN’T BOUGHT,

IT’S BUILT.

You can count on EnergyShield® BEFORE YOUR BUILD

As an industry leader in facer technology, Atlas EnergyShield® offers the
Continuous Wall Insulation products. With industry’s widest product range and solutions for every project type.

thirty years of industry expertise in polyiso

manufacturing, Atlas is your partner for DURING YOUR BUILD
We keep costs and stress down. Our unrivaled supply chain
every stage of your build. Let’s talk about
reduces the inefficiencies of product shortages.
technical solutions for you, today.

AFTER YOUR BUILD

We deliver confidence. Our EnergyShield® Continuous Wall Insulation
products have proven and lasting thermal management performance.

2 0 0 0 R i v e r E d g e P a r k w a y, S u i t e 8 0 0 , A t l a n t a , G e o r g i a 3 0 3 2 8 Atlasroofing.com

CONNECTING FUNCTION WITH FACILITY

TM

© 2016, Atlas Roofing Corporation.

 An Authoritative Source of Innovative Solutions for the Built Environment | December 2016 | Vol. 4, No. 6

BIM through the

Building Life Cycle
Supporting Successful
Project Progression

In This Issue
• Data Handoff to the Building Owner
• Standardizing Project Archives
• A Flexible Format for Wall Design
• Alternatives in Project Delivery
• Architect Education in Building Sciences
• Optimizing a City Hall Redux

NIBS_1216_Cover.indd 1 11/17/16 1:12 PM

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 Vol. 4, No. 6 | December 2016

PUBLISHER
National Institute of Building Sciences
1090 Vermont Avenue, N.W., Suite 700
Columns
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4 6
Phone: (202) 289-7800
Fax: (202) 289-1092 From the Desk of Message from the
nibs@nibs.org Institute President Henry L. Green buildingSMART alliance®
www.nibs.org

Henry L. Green, Hon. AIA

President
Features
Gretchen Hesbacher
Editor/Director of Communications

Pamela R. Towns 8 Life-Cycle Data Handoff:

Guidelines for BIM Project
20 Surveying the Benefits of
Job Order Contracting
Director of Marketing & Publications
Managers

22 Teaching
STAFF CONTRIBUTORS
Ryan M. Colker, JD Building Science in
Dominique Fernandez
Roger J. Grant, CSI, CDT 12 Beyond BIM: Best Practices in
Project Data Archiving
Design Studio
Richard Paradis, PE, BSCP, Bd. Cert. NCE
Robert Payn
26 Extending the Life of

16
Drew N. Rouland, PMP
Philip J. Schneider, AIA Where’s WALLie Now? Durham’s City Hall
Stephanie Stubbs, Assoc. AIA, PMP
JiQiu Yuan, PhD, PE

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22
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NIBS_1216_TOC.indd 5 11/17/16 1:56 PM

 From the Desk of Institute President Henry L. Green
A
s we near the end of the year here at the National Insti-
tute of Building Sciences, staff is ramping up prepa-
rations for Building Innovation 2017: The Institute’s
Fifth Annual Conference & Expo, to be held January 9-12, at
the Mandarin Oriental, Washington, D.C.
Each year, we review our planning
to make the event even better, with
the goal of bringing you the best the
Institute and the industry have to
offer. For 2017, we initiated our first
open call for speaker abstracts, and
received more than 150 submis-
sions. From those submissions, we
have built a Building Innovation
2017 program consisting of 44
presenters in 16 sessions covering
a diverse range of topics. We have
individual presenters speaking,
panel discussions, case studies,
research results, serious commen-
tary and even some playful analysis
(based on informed research)—all
with the goal of breaking out of the
January 9-12 silos of our safe, comfortable niches
Washington, DC of expertise to give you a look at the
www.nibs.org/ importance of “Collaborating for a
conference2017 High-Performing Future,” this year’s
Conference theme. If you have not
registered yet, we hope you will attend to participate in the
process at Building Innovation 2017 to improve collaboration
at every step of the building life cycle to achieve safe, resilient,
high-performing communities.
As you may already know, collaboration is a key component
of what we do at the Institute. The U.S. Congress established
us to bring the public and private sectors together to address
important issues in the built environment. It is only with the
collaboration of federal, state and local government agencies;
design professionals; members of the construction industry;
manufacturers; insurance, finance and real estate representa-
tives; educators; researchers; and many others who advance
the safety and performance of the nation’s buildings that the
Institute has accomplished so much in the past four decades.
As I write this, our Multihazard Mitigation Council is kicking
off a major collaborative research effort that builds on the
decade-old report, Natural Hazard Mitigation Saves: An Inde-
pendent Study to Assess the Future Savings from Mitigation Ac-
tivities. Known as Mitigation Saves Version 2, this new project
will look at the cost effectiveness of disaster mitigation efforts
in the public sector, as well as the benefits of using codes to
4 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016
NIBS_1216_PresidentsColumn.indd 4
mitigate the impact of natural disasters
in the private sector. This collaborative
work, which will look at public and
private endeavors to improve resilience,
is being done with the financial support
of the Federal Emergency Management
Agency (FEMA), the International Code
Council (ICC) and the Insurance Insti-
tute for Business & Home Safety (IBHS).
Throughout the pages of every issue
of the Journal of the National Institute of
Building Sciences (JNIBS), we focus on the work of such ded-
icated collaborators. In each publication, we announce new
federal programs, highlight cutting-edge research and address
the benefits of teams working across the building life cycle, the
community and even the country to improve building perfor-
mance.
JNIBS articles have examined the need for incentivization
to improve resilience; presented design guidelines for people
with low vision; kicked off a science, technology, engineering
and mathematics program to get the next generation engaged
in building sciences; introduced a new commercial workforce
credentialing program; recognized Beyond Green™ award
winners for their high-performance projects; advanced the
efforts to improve building enclosure performance; promoted
the benefits of building information modeling throughout the
building life cycle; and so much more.
This magazine itself is a collaboration—of the Institute staff,
councils, committees and members; Stamats, our publishing
partner; contributing authors; advertisers; and subscribers.
The contributions of many different experts, from academics
and editors to graphic designers and marketing agencies, are
needed to get this publication in your hands. All parties make
the periodical what it is: a journal of insightful articles, cutting-
edge research and a wealth of product and program-related
resources.
I’d like to thank all of the collaborators, in particular the
Stamats team, for making JNIBS what it is today. As we sign a
new contract to begin the 2017 JNIBS editorial year, we ask our
advertisers and subscribers to continue to support this relevant
publication, because collaboration is a key component of what
makes the Institute, and the Journal, so powerful. Advertisers,
thank you for your funding. Readers, thank you for subscribing.
We look forward to your support in the year ahead, and hope
you join us at Building Innovation 2017 in Washington, D.C.,
as we continue collaborating for a better built environment.
Henry L. Green, Hon. AIA
President, National Institute of Building Sciences
11/18/16 8:40 AM
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NIBS_2014_Full_Page_Ad_Template.indd 2 11/16/16 AM
 Message from the Institute’s buildingSMART alliance®
T
he turn of the year is often a good time to reflect on
what has been accomplished, as well as forecast what
is to come. As we look back over 2016, there has been
much activity from the Institute’s buildingSMART alliance®
(Alliance), and 2017 promises to be just as active. But we don’t
want to just be busy—we want to be effective. The Alliance’s vi-
sion embodies what we are trying to accomplish: a sustainable
and efficient architecture, engineering, construction, owner and
operator industry, enabled with effective work processes based
on collaboration, information technology and open standards.
How do we propose this vision will become a reality?
Through the work of various task groups and subcommittees,
the Alliance is focused on producing effective products. We
strive to develop and promote guides and standards that are
meaningful for the industry.
As one example, the Alliance continues to promote the
United States National CAD Standard® (NCS) by focusing on
educating the industry via webinars and training sessions, both
virtually
and at
various
confer-
ences.
Looking
ahead,
several
NCS web-
inars are
planned
for 2017
to further
educate
the industry on the most current version of the standard. Sec-
ondly, the National BIM Standard-United States® (NBIMS-US™)
continues to reach industry members around the world. Ver-
sion 3 of the standard has amassed 22,000 downloads in more
than 130 countries. Although NBIMS-US access continues to
expand, we see areas where the standard can be improved.
Currently, the Alliance is engaged in repackaging NBIMS-US
for an enhanced user experience to make finding content
easier. In addition, one of the key components of NBIMS-US is
the well-known Construction to Operations Building infor-
mation exchange (COBie). The Alliance has assembled a task
group devoted solely to the maintenance and further develop-
ment of this information exchange. We sponsored the COBie
Task Group workshop back in June and already are planning
workshop sponsorships in 2017. Furthermore, several Alliance
6 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016
NIBS_1216_Messages.indd 6
leaders have worked on the Nation-
al BIM Guide for Owners (NBGO)
throughout 2016. This guide will help
building owners who want to imple-
ment BIM processes into their project
requirements.
Just around the corner is Build-
ing Innovation 2017: The National
Institute of Building Sciences Fifth
Annual Conference & Expo. This is
an important event for the Alliance
for many reasons. In addition to our annual meeting, the Alli-
ance will launch several efforts. Our Education Subcommittee,
whose primary task is to establish a professional education
clearinghouse for BIM education in the United States, sees
the conference as a pivotal organization point for engaging
subcommittee members in the work to be accomplished in
2017. The Proven Practices Subcommittee plans to introduce
a crowd-sourced Innovation and Information Portal, where
general BIM practices can be identified, documented and
vetted by various industry representatives so the best industry
practices can rise to the top. Ultimately, the goal is to create a
clear pathway to such practices becoming standards or guide
material. The aforementioned NBGO, which has gone through
an extensive development and review process, is scheduled to
debut at the conference as well.
Each of these efforts and initiatives is important individually,
but we also see them as part of a bigger picture. While provid-
ing specific and focused solutions is helpful, we should seek
opportunities to coalesce these pieces and parts into a compre-
hensive solution. Much work remains to realize the sustainable
and efficient industry we have envisioned, and it will take all of
us to make a consolidated effort to be successful.
As 2016 comes to a close and my tenure as chair of the Alli-
ance’s Board of Direction nears an end, let me extend a heart-
felt “thank you” to all those who have contributed to our
success over the last couple of years. I would especially like
to thank all the members of our leadership team (Institute
staff, as well as the Alliance’s Board of Direction members
and subcommittee and task group chairs). It has been a most
rewarding journey from which I’ve made some lifelong friend-
ships. I look forward to continuing to work with you in new and
exciting ways in the future.
More information about the Alliance can be found at
www.buildingsmartalliance.org.
Johnny Fortune
Chair, Board of Direction, buildingSMART alliance®
11/17/16 2:01 PM
 EnergyShield
®

Continuous Wall Insulation

TRUST ISN’T BOUGHT,

IT’S BUILT.

You can count on EnergyShield® BEFORE YOUR BUILD

As an industry leader in facer technology, Atlas EnergyShield® offers the
Continuous Wall Insulation products. With industry’s widest product range and solutions for every project type.

thirty years of industry expertise in polyiso

manufacturing, Atlas is your partner for DURING YOUR BUILD
We keep costs and stress down. Our unrivaled supply chain
every stage of your build. Let’s talk about
reduces the inefficiencies of product shortages.
technical solutions for you, today.

AFTER YOUR BUILD

We deliver confidence. Our EnergyShield® Continuous Wall Insulation
products have proven and lasting thermal management performance.

2 0 0 0 R i v e r E d g e P a r k w a y, S u i t e 8 0 0 , A t l a n t a , G e o r g i a 3 0 3 2 8 Atlasroofing.com

CONNECTING FUNCTION WITH FACILITY

TM

© 2016, Atlas Roofing Corporation.

NIBS_2014_Full_Page_Ad_Template.indd 2 11/8/16 2:16 PM

 Life-Cycle Data Handoff
Guidelines for BIM Project Managers
O
ne area of building information modeling (BIM) project
management critical to project success is managing
the stakeholder responsibilities and workflow process-
es related to delivering building life-cycle data to the building
owner. To address this need, this article presents guidelines for
BIM project managers, including the owner’s project manager
(OPM), the design BIM manager (DBM), the construction BIM
manager (CBM), the commissioning agent (CA) and the owner’s
facilities management staff (FM). Accordingly, these stakehold-
ers use these same guidelines to steer other stakeholders en-
gaged during various stages of the project. These guidelines may
be integrated, with appropriate modifications to suit individual
projects, into a project’s BIM execution plan.
The guidelines outlined throughout this article assume a
design-build project delivery method, but can be applied to
other delivery methods, including design-bid-build, construc-
tion manager at risk, fast-track and integrated project delivery.
In addition, the guidelines do not assume a specific timeline
for information exchange among stakeholders; rather, they
consider the relationship among stakeholders and the nature
of the shared information. Parties exchange data via software,
and the committed schedule of each stakeholder determines
when each enters data into discipline models or an integrated
workplace management system (IWMS) that complies with
industry foundation classes (IFC).
The Direct Connect Methodology (DCM)
The guidelines presume the use of a direct connect methodol-
ogy (DCM) between the IWMS and the design-intent models.
“Figure 1” (see opposite page) conceptually illustrates the DCM.
Through network web services, the owner’s IWMS communi-
cates with remotely located discipline BIMs. The DCM allows
owner-side stakeholders to use progressive model updates
to accelerate occupancy readiness. Owners may continue to
receive Construction to Operations Building information ex-
change (COBie) data drops during the project.
DCM benefits include the following:
• Enterprise-class connectivity. Direct, secure and bidirectional
connectivity between each discipline BIM and the IWMS
(many-to-one connectivity) occurs.
• Bidirectional updates. Model-side updates are transferred
into the IWMS using the DCM by publishing 3-dimensional
(3D) model geometry and associated model data. Likewise,
IWMS-side data updates (e.g., equipment manufacturer
changes prior to installation) are transferred into the appro-
priate discipline model seamlessly.
• Configurable asset templates. Stakeholders create space and
equipment standards with a configurable level of detail from
8 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016
NIBS_1216_BIM_Souza.indd 8
By Chris D’Souza
within the modeling software or the IWMS. Users can apply
each standard to an unlimited number of similar assets. This
updates asset properties directly in the IWMS.
• Accelerated life-cycle data access to FM. DCM methodology
accelerates FM’s access to key space and asset data, such
as office and equipment locations/specifications and new
facility-integrated technologies. FM can compose mainte-
nance teams, onboard staff with required skillsets; negotiate
life-cycle management contracts (e.g., energy suppliers,
custodial, etc.); and make room-occupancy assignments as
soon as design-phase floor plans and equipment specs are
available.
• Mild learning curve for all stakeholders. With the DCM, each
stakeholder interacts with data specific to their areas of con-
tribution. This also benefits an owner’s FM team members
who aren’t technologically fluent.
• Lower project costs. No additional technology cost, besides
the existing IWMS and modeling software, is incurred.
Project Manager Responsibilities
and Milestone Triggers
The DCM is most beneficial when the OPM, DBM and CBM
execute the following process management and oversight
responsibilities.
OPM Responsibilities
• Provide guidance on deliverables for BIM data integration
with the IWMS as specified in the owner’s requirements.
• Facilitate training for the DBM on the DCM, and for the CBM
on the IWMS forms to be used by commissioning stakeholders.
DBM Responsibilities
• Facilitate DCM training for architects and design engineers
on the design team.
• Ensure that discipline-specific stakeholders have the neces-
sary hardware and software to use the DCM. The DBM may
coordinate this process with the OPM.
• Coordinate the setup and connectivity of the discipline mod-
els with the IWMS. This includes establishing connectivity
between each discipline model and the IWMS, setting up de-
sign team stakeholder accounts and passwords. Stakeholder
information technology (IT) departments and the IWMS
vendor may help set up the technology infrastructure.
• Establish milestones to synchronize discipline-specific BIM
data with the IWMS (e.g., floor plans with room numbers
are published to the IWMS only after owner approval of
final design plans; and equipment locations and equipment
standards are synchronized with the IWMS only after an
11/18/16 8:47 AM
 Design Phase Construction (Field Commissioning) Phase
BIM Data from Discipline BIMs Seamlessly
Transferred to IWMS via DCM

Owner’s IFC-Compliant IWMS

Design Intent Created via
Commissioning Updates to IWMS through
DCM-Enabled BIMs
Models From BIMs via DCM or Directly in IWMS
Role-Specific IWMS Mobile and Desktop Forms

Building IDs, Floor IDs,

Occupant Space Occupancy
DCM Connection Room IDs, Room Room Standards,
Architecture
Names, Room Room Categories,
Organizational and Commissioning
BIM Affiliation, Occupant Updates
Dimensions, Floor Room Types
IDs
Plans

Mechanical
Mechanical DCM Connection Mechanical Mechanical Installation and
BIM Equipment IDs Equipment Standards Commissioning
Equipment Specs, Updates
O&M Manuals,
Commissioning
DCM Connection Specs and Electrical Installation
Electrical Electrical Equipment Electrical Equipment
Documentation, and Commissioning
BIM IDs Standards
PM Procedures,
Maintenance
Updates
Schedules, Warranty
and Insurance
DCM Connection Information, Plumbing
Plumbing Plumbing Equipment Plumbing Equipment
IDs Standards Equipment Installation and
BIM
Life-Cycle Data, Commissioning
Equipment Updates
Financials
Fire DCM Connection Fire Protection Fire Protection Fire Protection
Protection Installation and
Equipment IDs Equipment Standards
BIM Commissioning
Updates

Relevant Life-Cycle Data from IWMS Seamlessly

Transferred to Discipline BIMs via DCM

Figure 1: By using the DCM, life-cycle data is exchanged seamlessly between discipline BIMs and the IWMS.

engineering design review and OPM
approval).
• Ensure discipline models within the
design-intent model maintain con-
nectivity to the IWMS database as the
project transitions to the construction
phase.
CBM Responsibilities
• Facilitate training for each trade coor-
dinator (mechanical, electrical, etc.)
and their teams. This training includes
life-cycle data entry for life-cycle
domains (space management, asset
management, etc.) into mobile- or
desktop-based IWMS forms.
• Ensure that designated construction
team members and contractors have
necessary hardware and IWMS soft-
ware (desktop/mobile) ready for use.
• Ensure responsibility for connectivity
between the design-intent model and
the IWMS stays with the DBM and not
the CBM.
• Set up user accounts and passwords
for each construction-phase stake-
holder who updates data and commis-
sioning reports into the IWMS.
FM Responsibilities
• Provide guidance to both the DBM
and CBM on connectivity and use of
the DCM interface.
• Work with the OPM and DBM to DCM that is specific to their discipline.
ensure that the DCM between the For example, the architect stakeholder
discipline BIMs and the IWMS is set only can make space-related updates
up correctly. from the model to the IWMS. This “as
• Monitor progress of data updates necessary” access diminishes the pos-
through the DCM from the design sibility of one stakeholder overwriting
phase through acceptance. FMs another’s discipline data and maintains
also develop life-cycle management the integrity of model data transferred to
programs as data updates become the IWMS.
available from discipline models.
Stakeholder Training on DCM
Milestones for Project Managers Interface and IWMS
DCM provides flexibility to schedule The DBM and CBM plan training sessions
BIM data transfer tasks in a large proj- with relevant stakeholders. The DBM
ect. “Figure 2” (see page 10) illustrates does this before the design team begins
milestones requiring specific actions by work on discipline BIMs. The CBM does
project managers when using the DCM. this before contracted trades begin
installing equipment and before com-
Preparatory Steps in the missioning begins. Training is quick and
Design Phase simple. Stakeholders exclusively train on
Preparatory steps minimize delays, set the DCM user interface and IWMS forms
expectations among stakeholders and that pertain to their responsibilities.
encourage a spirit of collaboration. Design stakeholders train on the use
of the DCM. Construction-phase training
DCM Access Privileges for teaches appropriate stakeholders about
Stakeholders the use of the relevant IWMS applica-
The design phase results in a design- tions and data update forms to facilitate
intent model consisting of discipline commissioning.
BIMs. To maximize these guidelines’ ben-
efits, each stakeholder must have defined Information Exchange during
access privileges to the DCM interface. the Design Phase
This infrastructure allows each Often, owners’ requirements specify
stakeholder to update data through the existing space and equipment standards
Continued on page 10

JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016 9

NIBS_1216_BIM_Souza.indd 9 11/17/16 2:07 PM

 and desired nomenclature for the new
building. For spaces, an owner’s require-
ments may specify the space classifica-
tion nomenclature (e.g., OmniClass);
unique building and floor IDs/names,
room numbers/names; and room
standards. A room standard is a collec-
tion of properties that define a space.
Room-standard properties may include
room use, room type, cost/unit area,
maximum room area and maximum
occupancy.
For equipment, an owner’s require-
ments may specify equipment classifica-
tion nomenclature, equipment IDs and
equipment standards. An equipment
standard is a collection of properties that
define a piece of equipment. Such prop-
erties may include equipment category,
description, manufacturer, dimensions,
model number and power specifications,
among others.
If the design includes spaces unde-
fined by existing space standards, IWMS
or design-side stakeholders can create
new space standards. They create these
new standards via the IWMS or the
model’s DCM interface to the IWMS.
For example, an architect can define
a new room standard for a specialized
lab and apply this room standard to
all poly-lined spaces that will serve
as specialilzed labs. This eliminates
the need for tedious and error-prone
manual entry of properties for spaces
with similar purposes. As a result, the
owner’s FM staff can immediately access
this updated space information, which
is synchronized from the model into the
IWMS; then use it to accelerate occupan-
cy and custodial programs.
Additionally, this time-saving scal-
ability applies to other kinds of assets.
For example, owners’ requirements
may specify all base-mounted centrif-
ugal pumps of the same horsepower be
assigned to an existing equipment stan-
dard. If an existing equipment standard
doesn’t adequately define a piece of
equipment designed into the building,
the discipline engineer creates a new
equipment standard via the DCM,
applicable to every piece of identical
equipment in the model. FM staff use
these updates to accelerate the setup of
maintenance programs.
“Figure 3” (see opposite page) shows
sample-form templates for updating the
properties for large numbers of spaces
and equipment assets all at once. This is
done with the DCM interface connect-
ing the different discipline BIMs to the
IWMS.
Enterprise-class IWMS systems that
support the DCM allow project teams
to create customizable templates (like
those shown in “Figure 3”). Furthermore,
the DCM allows the project team to pub-
lish models to 3D viewers integrated into
the IWMS.
Information Exchange during the
Construction Phase
The CBM communicates to discipline
contractor leads (e.g., mechanical con-
tractors, electrical contractors, etc.) and
their teams their responsibilities for data
that is entered and reviewed in the IWMS.
These contractor leads may manage other
discipline subcontractors responsible for
installing and/or commissioning equip-
ment for their respective trades.
Once the space design, floor plans and
equipment information (IDs, locations,
equipment standards) are available in
the IWMS, installation teams update
IWMS forms with detailed unit informa-
tion for commissioning.
During the construction phase, key
data-exchange tasks between stakehold-
ers and DCM-enabled IWMS typically
include updates to space-occupancy
information, installed-equipment infor-
mation and commissioning forms and
reports. The bidirectional DCM allows
information entered into the IWMS to
transfer back seamlessly to the appropri-
ate discipline BIM.
IWMS Updates to Space,
Occupancy and More
In the construction phase, with floor
plans and space standards assigned to
each floor, the owner’s FM staff populates
occupancy assignments to spaces using
IWMS forms. Through the DCM, this data

Design-Phase Triggers and Actions Construction-Phase Triggers and Actions

Owner’s Owner’s
Equipment Equipment
Owner’s Space Requirements Requirements
Requirements Incorporated Incorporated
Space and
Incorporated into BIM; into BIM; Construction-
Equipment
Milestone Design-Phase into BIM; Space Mechanical Other Discipline Phase Team
Assets Ready
Team Members Design Review Design Review Design Review Members
Triggers Finalized Completed Completed Completed Finalized
for Owner and
Contractor
Updates
Into Acceptance
Phase and Handoff

BIM Data Implement

Direct Connect Update Conduct Contractors and FM Begin Space
from Discipline Model to Construction-Phase Update IWMS with and Equipment
Handoff Technology
IWMS: Space Stakeholder Training Detailed Space and Commissioning
Setup for
Actions Design-Phase
on Role-Specific Asset Data Using Using Role-
Direct Connect Update IWMS Asset and IWMS Forms Specific IWMS
Stakeholders Commissioning (BIMs Updated Commissioning
from Discipline Model to
Conduct IWMS: Mechanical Forms Automatically Forms (BIMs
Design-Phase via DCM) Updated
Stakeholder Automatically
Training on Direct via DCM)
Connect Interface Direct Connect Update from
to IWMS Discipline Model to IWMS:
Other Discipline Models Legend
Key milestones that trigger data integration actions through DCM

Milestones similar to preceding milestone

Figure 2: A number of milestones trigger data-transfer actions by project managers.

10 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016

NIBS_1216_BIM_Souza.indd 10 11/17/16 2:08 PM

 Figure 3: Through DCM, stakeholders use configurable forms to update the properties of large numbers of spaces and equipment assets all at once
in the discipline model and in the IWMS.
is available immediately in the archi-
tectural BIM in the design-intent model
(soon to become the record model).
Trade contractors use the role-specific
equipment update forms in the IWMS to
update equipment unit information for
mechanical, electrical, plumbing instal-
lations; fire-protection installations; and
other discipline installations. The instal-
lation status is available to appropriate
stakeholders via the IWMS.
Updates/Access to Commissioning
Forms and Reports
Commissioning stakeholders utilize
role-specific commissioning forms in the
IWMS to access and update pertinent
information. An example of a commis-
sioning exchange is a barcode scan on a
pump label. The commissioning agent
scans the label using a mobile device.
The barcode data seamlessly transfers
into the IWMS, and via the DCM to the
pump represented in the mechanical
BIM.
Each commissioning stakeholder may
only access and update forms specific
to his/her assigned commissioning re-
sponsibility. For example, the field agent
responsible for commissioning electrical
systems can only update relevant instal-
lation forms, submittals, startup forms
and associated documents.
Acceptance Phase: Stepping
into Life-Cycle Management
To complete a high-quality data handoff,
the OPM and FM should review the
life-cycle data in the IWMS. Further-
more, the OPM and FM should review
the record model to be used for life-cycle
management.
Additionally, the FM initiates training
on the collaborative, self-service and re-
porting features of the IWMS to owner-
side stakeholders not involved in design
NIBS_1216_BIM_Souza.indd 11
and construction phases. These include gradually and with continuous insight
staff with responsibilities in space man- into the data developed in the models.
agement; operations and maintenance; This saves time and avoids costly rework.
enterprise asset management; corporate Design and build teams add value to their
real estate; environmental and risk man- services and build credibility by providing
agement; energy management; capital owners with these benefits. JNIBS
project management; finance; and hu-
man resources. The record model, when ABOUT THE AUTHOR: Chris D’Souza is product
manager at ARCHIBUS Inc., a global provider of
linked to the IWMS via the DCM, should real estate, infrastructure and facility management
be accessible to other applications (e.g., solutions (www.archibus.com). He brings more
geographic information system, or GIS). than 20 years of experience developing technology
solutions that meet the needs of global enterprise
DCM accelerates handoff of BIM de-
businesses.
liverables to the owner. Owners ramp up
life-cycle management processes early,
Use this handy cross-reference for further information
relating to articles in this issue of the Journal of the National
Institute of Building Sciences.
Related WBDG Page Type* Link
Life-Cycle Data Handoff: Guidelines for BIM Project Managers/Pages 8-11
Project Planning, Delivery, and Controls PM www.wbdg.org/project/pm.php
Building Commissioning PM www.wbdg.org/project/buildingcomm.php
Beyond BIM: Best Practices in Project Data Archiving/Pages 12-15
BIM Initiatives BM www.wbdg.org/bim/initiatives_bim.php
Where’s the WALLie?/Pages 16-18
BIM Libraries BM www.wbdg.org/bim/bim_libraries.php
Construction-Operations Building Information
RP www.wbdg.org/resources/cobie.php
Exchange (COBie)
Surveying the Benefits of Job Order Contracting/Pages 20-21
Facilities Operations & Maintenance OM www.wbdg.org/om/om.php
Teaching Building Science in Design Studio/Pages 22-25
www.wbdg.org/references/
Building Sciences Career Center RP
buildingsciencescareercenter.php
Design Disciplines DD www.wbdg.org/design/design_disciplines.php
Extending the Life of Durham’s City Hall/Pages 26-30
Building Envelope Design Guide BEDG www.wbdg.org/design/envelope.php
Building Envelope Design Guide-Wall Systems BEDG www.wbdg.org/design/env_wall.php
*Type: Building Envelope Design Guide (BEDG); Building Information Modeling (BM); Design Discipline (DD); Operations &
Maintenance (OM); Project Management (PM); Resource Page (RP)
JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016 11
11/17/16 2:08 PM

Beyond BIM: Best Practices
in Project Data Archiving
E
ven the most advanced building information modeling
(BIM) technologies still need modern data management
methods to ensure the preservation of project infor-
mation and gain full value from the BIM process. A lack of a
comprehensive digital archiving strategies could endanger the
safety, security and accessibility of work for the long term.
This article explores common long-term data preservation
concerns, vulnerabilities and solutions, from data archive
management to storage solutions. It also examines how digital- physical products,
preservation processes from the U.S. Library of Congress and
International Organization for Standardization (ISO) can and
should inform a professional’s approach to protecting access
and the security of his or her work. Finally, it identifies best
practices for creating digital data archiving processes with
available technologies, tools and services, resulting in a cus-
tomized, strategic plan for collecting and storing important
BIM data to maximize a project’s return on investment (ROI).
Historical Perspective
Most architects are familiar with the traditional archiving of
physical drawings, specifications and other project documen-
tation: rolled or packaged, labeled and shelved, accordingly.
In the past, architects used technology of the time, such as
photographing assets page-by-page to preserve in microfiche
format. In any case, the intent was to preserve the materials
in the short to mid term for legal requirements, as well as for
long-term needs. Long-term needs involved reference of past
work for return customers, historical monographs, academic
BIM Data Life Cycle
Figure 1: The primary steps in data archiving protect BIM data throughout a building’s life. 001010100010010011010001001010000010100100
12 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016
NIBS_1216_BIM_Ouelette.indd 12
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
By Jeffrey W. Ouellette, Assoc. AIA
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
or business research or an archive to fuel inspiration for future
work. 101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
While new technologies have replaced the manual creation
101000100110011000100101001001001001001001
of project documentation materials, requirements most often
call for paper hard001010100010010011010001001010000010100100
copies of the digital files for contractual
obligations and101000100110011000100101001001001001001001
project execution. Users archive this output in
001010100010010011010001001010000010100100
a traditional manner; simultaneously, they store digital files
101000100110011000100101001001001001001001
in various fashions. Firms now have to manage rooms full of
001010100010010011010001001010000010100100
as well as countless bytes of digital informa-
101000100110011000100101001001001001001001
tion in many formats and locations, which may not receive the
same criteria for001010100010010011010001001010000010100100
preservation as physical media. In addition,
the expense and101000100110011000100101001001001001001001
resources needed to maintain such digital
information have 001010100010010011010001001010000010100100
become greater, due to new and emerging
technologies and 101000100110011000100101001001001001001001
workflows.
001010100010010011010001001010000010100100
Understanding 101000100110011000100101001001001001001001
Data Archiving
Simply backing001010100010010011010001001010000010100100
up project computer-aided design/building
101000100110011000100101001001001001001001
information modeling (CAD/BIM) files, documents and com-
munications to 001010100010010011010001001010000010100100
durable media, cloud storage or redundant
servers does not101000100110011000100101001001001001001001
qualify as archiving. While such a backup plan
001010100010010011010001001010000010100100
is useful (and sometimes a requirement for legal purposes), it
does not meet the 101000100110011000100101001001001001001001
criteria of data archiving.
So, what are the001010100010010011010001001010000010100100
criteria? While essential information still
101000100110011000100101001001001001001001
needs to be preserved for the long term, it may not be actively
used on a daily 001010100010010011010001001010000010100100
basis. However, it still is important to capture
and maintain it101000100110011000100101001001001001001001
beyond pure litigious needs. The primary char-
acteristics of data001010100010010011010001001010000010100100
archiving (see “Figure 1,” below) include:
• Collection and 101000100110011000100101001001001001001001
curation;
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001 11/17/16 2:19 PM
10100100
01001001
10100100
01001001
10100100 • Preservation and storage; and Library of Congress—Recommended Format Standards (RFS)
01001001 • Search and retrieval (content manage-
10100100 ment).
01001001 Data archiving doesn’t require firms STILL IMAGES OR OTHER GRAPHICS
10100100 to start from scratch and invent entirely
01001001 PREFERRED ACCEPTABLE
new procedures and systems in order to
10100100 move forward. In fact, with some needs Faithful 1. Equal in quality to the published version
Representation or master copy
01001001 assessment and planning, users can im- of the Work 2. In the same format as the master copy
10100100 plement many best practices, standards
Technical 1. Highest resolution available, not rescaled 1. Lower compression ratios
01001001 and technologies available today. Characteristics or interpolated 2. Discrete wavelet transform [DWT] preferred
10100100 2. Highest bit depth available, 16 bits per to discrete cosine transform [DCT]
channel if available 3. Layered, if supported by preferred or
01001001 Collection and Curation 3. Specified color space used in published acceptable format
10100100 The collection of information for data ar- version
4. Uncompressed
01001001 chiving is different from data backup. For 5. Unlayered
10100100 backups, the intent is to copy, or mirror,
Formats 1. TIFF [*.tif] 1. Photoshop [*.psd]
01001001 every bit of data so users can quickly re- [Raster] 2. JPEG2000 [*.jp2] 2. JPEG2000 Part 2 [*.jpf, *.jpx]
10100100 trieve and restore it for use, examination 3. PNG [*.png] 3. MrSID [*.sid]
4. JPEG/JFIF [*.jpg] 4. Encapsulated Postscript [*.eps]
01001001 to support data loss/retrieval or research 5. Digital Negative DNG [*.dng] 5. Widely used proprietary Camera Raw formats
10100100 for litigation. However, data archiving re- 6. BMP [*.bmp]
7. GIF [*.gif]
01001001 quires a more-conscious effort to curate
10100100 the entire body of information and Formats 1. Scalable vector graphics [*.svg] 1. Computer Graphics Metafile [CGM,
[Vector] 2. AutoCAD Drawing Interchange Format WebCGM]
01001001 determine what is important to save for [*.dxf] 2. Non-proprietary, publicly documented formats
10100100 long-term purposes versus what is non- 3. Encapsulated Postscript [*.eps] endorsed as standards by a professional
4. Shape files community or government agency, e.g., IFC,
01001001 essential or transferrable to other systems. STEP
10100100 For example, the data curation process 3. Page-layout formats, e.g., PDF/UA
[ISO 14289-1-compliant], PDF/A [ISO
01001001 would make an effort to preserve the 19005-compliant], PDF [highest-quality
10100100 final, definitive 2-dimensional (2D) and available, with features, such as searchable
01001001 3-dimensional (3D) representations of a text, embedded fonts, lossless compression,
high-resolution images; includes document
10100100 project, including as-built notatons and formats, such as PDF/X]
01001001 revisions. However, that same project 4. Widely used proprietary vector formats
10100100 would discard a majority of the design Cartographic 1. Most complete data [all layers, 1. Provide separately in acceptable text or
Materials, appendices], even if proprietary XML-based format
01001001 studies and permutations, multiple cop- in order of 2. GeoTIFF
10100100 ies of the same information and all the preference 3. GeoPDF
01001001 project email correspondence during the 4. GeoJPEG2000
5. Shapefile
10100100 design process.
Metadata 1. As supported by format:
01001001 a. Title
10100100 Preservation and Storage b. Creator
c. Creation date
01001001 In a typical backup scenario, data is d. Place of publication
10100100 stored in the same format it was created, e. Publisher/Producer/Distributor
01001001 making access to that data entirely de- f. Contact information
2. Includes if available:
10100100 pendent on the source application. In a. Language of work
01001001 the short term, or for applications that b. Other relevant identifiers [e.g., DOI,
LCCN, etc.]
10100100 don’t significantly change over time, this c. Subject descriptors
01001001 is not a common issue. But for long-term d. Abstracts
e. Key or reference to each data field
10100100 preservation, access to the data, regard- and technical production information
01001001 less of the tools used to create it, is much [e.g., EXIF metadata from digital
10100100 more important. This access protects camera]

01001001 ownership of the data and ideas, and de- Figure 2: The U.S. Library of Congress has its own best practices regarding the preferred means of
10100100 fends against technology obsolescence. formatting digital information.
01001001 Thus, users must recognize the need to
10100100 translate original source data to standard formation for future access (see “Figure is a secondary option. When it comes
01001001 open formats that have a wider range 2,” above, for one example). For archi- to BIM, the archivist community hasn’t
10100100 of support than proprietary, vendor- tectural works, it’s best to scan paper explored its complexities, so there is no
01001001 specific ones. Additionally, this transla- documents to PDF and/or JPG, PNG or official recommended format. Howev-
10100100 tion must meet a standard of reliability, TIFF file formats. Vector and Raster PDF er, it’s best to use industry foundation
01001001 protection and accessibility. files are preferable for CAD files; and, classes (IFC) to create archival versions
10100100 The U.S. Library of Congress released while drawing exchange format (DXF) is of BIM files due to the open-format
01001001 its own best practices regarding the pre- an open standard, it hasn’t kept up with foundation, as there is no guarantee
10100100 ferred means of formatting digital in- DWG (from drawing) evolution, which that native program versions of a given
01001001 Continued on page 14

10100100 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016 13

01001001
10100100
01001001
NIBS_1216_BIM_Ouelette.indd 13 11/17/16 2:19 PM

Open Archival Information System (OAIS) Framework
SIP: SUBMISSION INFORMATION PACKAGE—THE INFORMATION
SENT FROM THE ARCHITECT TO THE ARCHIVE
AIP: ARCHIVAL INFORMATION PACKAGE—THE INFORMATION101000100110011000100101001001001001001001
STORED IN THE ARCHIVE
DIP: DISSEMINATION INFORMATION PACKAGE—THE
SENT TO THE STAFF/CLIENT UPON REQUEST
Figure 3: The open archival information system (OAIS) is a global standard reference model. 001010100010010011010001001010000010100100
file will be accessible on subsequent
versions of any BIM platform.
When it comes to storage, a variety of
options include personal local area net-
works (LAN), wide area networks (WAN)
or cloud-based solutions. An ideal storage
system combines three key features:
durability, accessibility and reliability.
The system should last over time and
through disasters like earthquakes or
fires. It should be accessible 24/7 across
multiple platforms and devices, while
also being secure against hackers.
Furthermore, it should store data in an
error-free, accurate way without the need
for extensive editing. Because of these
requirements, storing data in the cloud
is the preferred means of archiving, but
users can utilize any of these solutions
to meet specific needs (and a variety of
commercial options are available).
Search and Retrieval
(Content Management)
Last but not least, the owner of the data
must be able to easily query and retrieve
it, within a logical, semantic cataloging
system. Such a system tags each of the
saved items with metadata that refers
to desired reference points and terms.
The metadata also can be specific to the
format of the data, as well as the uses
or intent of the information in the file.
For example, tags of a file might include
“PDF,” “2D,” “Construction Documen-
tation” and “Building Sections,” as well
as “Owner Name,” “Project Type” and
14 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016
NIBS_1216_BIM_Ouelette.indd 14
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
001010100010010011010001001010000010100100
INFORMATION
101000100110011000100101001001001001001001
101000100110011000100101001001001001001001
“Location” fields. Besides finding 001010100010010011010001001010000010100100
single, (a policy-setting entity); and
specific items, a well-structured catalog 101000100110011000100101001001001001001001
• The archive data itself.
system collects and aggregates historical 001010100010010011010001001010000010100100
The OAIS standard contains specifi-
data across many different projects with 101000100110011000100101001001001001001001
cations for the content of the archived
shared characteristics. 001010100010010011010001001010000010100100
information, including the data itself
Whatever system is used to tag the 101000100110011000100101001001001001001001
and its descriptive information. This de-
information, it must be consistent across 001010100010010011010001001010000010100100
scriptive information helps acquire the
files and projects. Otherwise, the search101000100110011000100101001001001001001001
information, store it, manage it, adminis-
queries become unreliable within the 001010100010010011010001001010000010100100
ter rights/roles and facilitate access to it
archive. Firms should create internal stan-101000100110011000100101001001001001001001
by the consumers.
dards at the onset of an archival process001010100010010011010001001010000010100100
in OAIS is not an obscure standard. Orig-
order to ensure overall success. Addition- 101000100110011000100101001001001001001001
inally, the Consultative Committee for
ally, the chosen system should be flexible 001010100010010011010001001010000010100100
Space Data Systems developed it for use
and allow users to upload any kind of data 101000100110011000100101001001001001001001
by the national space agencies of the
through manual or automatic means. 001010100010010011010001001010000010100100
world. However, many of the well-known
101000100110011000100101001001001001001001
institutions for higher learning, research
Archival Standards 001010100010010011010001001010000010100100
and archiving of national and cultural
When talking about the cataloging/con- 101000100110011000100101001001001001001001
treasures now implement OAIS-based
tent management aspect of archiving,001010100010010011010001001010000010100100
archival systems, including:
standards are available to guide software 101000100110011000100101001001001001001001
• JSTOR, the Journal Storage digital
developers in providing solutions to 001010100010010011010001001010000010100100
library founded by Princeton;
meet these characteristics and more. 101000100110011000100101001001001001001001
• The British Library;
Known as an open archival information 001010100010010011010001001010000010100100
• The U.S. National Archives and Library
system (OAIS), this global standard 101000100110011000100101001001001001001001
of Congress;
reference model for digital reposito- 001010100010010011010001001010000010100100
• The Online Computer Library Center,
ries, archives and libraries was created101000100110011000100101001001001001001001
a non-profit founded by the Ohio
by a consortium of government and 001010100010010011010001001010000010100100
universities in 1967;
quasi-government space agencies and101000100110011000100101001001001001001001
• The National Library of France;
then submitted and approved as an ISO 001010100010010011010001001010000010100100
• The National Library of the Nether-
standard (see “Figure 3,” above). 101000100110011000100101001001001001001001
lands; and
Within an OAIS environment, four 001010100010010011010001001010000010100100
• The United Kingdom’s Digital Curation
interacting entities are: 101000100110011000100101001001001001001001
Center.
• Producers of the information 001010100010010011010001001010000010100100
All of these institutions recognize the
(the architect); 101000100110011000100101001001001001001001
value of implementing an international
• Consumers of the information 001010100010010011010001001010000010100100
open standard in processing, storing
(present and future staff ); 101000100110011000100101001001001001001001
and accessing information, whether in
• Managers of the information 001010100010010011010001001010000010100100
analog or digital format.
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
101000100110011000100101001001001001001001
001010100010010011010001001010000010100100
11/17/16 2:19 PM
10100100
01001001
10100100
01001001
10100100 Not every user of an OAIS-based data owners can protect their intellectual Special thanks to the U.S. Library of Congress staff—
01001001 Theron Westervelt, Katherine Arrington and Kate
archive system has to create their own property. This protection extends to the
Murray—as well as Stacie Byas and Leslie
10100100 software. Many options, both open posterity of their own businesses, their Matthaei at the Architect of the Capitol, for their
01001001 source and commercial, are available to clients and the industry at large. JNIBS learned archiving expertise and feedback for this
10100100 users of all kinds. article.
Please Note: Document/information retention
01001001 ABOUT THE AUTHOR: Jeffrey W. Ouellette, Assoc.
policies and procedures may have important legal
AIA chairs the buildingSMART International Imple-
10100100 Moving Forward mentation Support Group (ISG). He was previously consequences. The information in this article should
01001001 With so much careful planning required the deputy chair of the buildingSMART International not be regarded as a substitute for legal advice.
Readers are strongly advised to consult an attorney
10100100 to implement a successful data archiving ISG and vice chair of the National Institute of Build-
ing Sciences buildingSMART alliance® National BIM for advice regarding any matter related to profes-
01001001 system, it can be difficult to determine sional and contractual obligations for document/
Standard-United States® Version 3 Project Committee.
10100100 what to do next, particularly since no He also is a senior product specialist at Vectorworks, information retention.
01001001 simple, one-size-fits-all solution exists. Inc., a global design and BIM software developer.
10100100 Instead, architects must do for them-
01001001 selves what they already do for their
10100100 clients: listen, think, communicate,
01001001 strategize and plan. Varco Pruden’s Innovative Daylighting Solution
10100100 The solution to every project is a bit

PRISMAX SL™
01001001 different from those that came before.
10100100 Despite this, architects apply the same
01001001 skills and processes to collect informa-

SKYLIGHTS
10100100 tion, reason with it, learn from input
01001001 outside personal expertise and move
10100100 forward, incorporating everything into
01001001 a unique, specific solution.
10100100 Users should approach data archiving
PrisMAX SL uses prismatic lens technology to
01001001 by first defining their own firms’ needs,
provide optimal daylight performance. These
10100100 before those of an external client. Among
01001001
highly efficient skylights were developed
the questions to ask of their firms:
10100100 in conjunction with Sunoptics™, a leader in
• How much data do we have today?
01001001 • How much do we create?
daylighting technology. When used as part of a
10100100 • How long do we want to hold onto
sensor-controlled lighting package PrisMAX SL
01001001 it? Do we want to keep all of it, or just will reduce the need for electrical lighting.
10100100 parts of it? Designed to work on Varco Pruden’s SSR™
01001001 • Who needs access? or HWR™ roof systems, PrisMAX SL’s unique
10100100 • Who is responsible for creating the “self-curbing” structure uses a patented water-
01001001 archive entries of project data? diverter and seam-mounted aluminum framing
10100100 • Who is responsible for managing it? to create a long term, weathertight seal for
01001001 Then, managers must consider cost— years of maintenance-free performance.
10100100 not only the upfront cost to launch the
01001001 program, but the cost to maintain it an- With Varco Pruden’s PrisMAX SL, you can
10100100 nually and over the lifespan of the firm, expect:
01001001 or even beyond. Reduced lighting costs
10100100 Finally, those in charge should explore
Diffused lighting without hot spots
01001001 multiple solutions, with input from peers
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10100100 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016 15
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NIBS_1216_BIM_Ouelette.indd 15 11/17/16 2:19 PM
 Where’s WALLie Now?
By John Rapaport, Esq. and John Lord, LEED AP

“W
here’s Waldo?” embeds a picture of the lik- modern-day construction site experiences as much idle ca-
able, red-and-white-striped hero in every pacity as ongoing work. In contractor offices, there’s yelling,
scene: tough to find, but inevitably present troubleshooting, questions being reposed that are rarely an-
in the image. The wall and ceiling industry functions similarly; swered and endless spreadsheets that are disconnected from
its work is hidden in plain sight. Architects have wall libraries; source information. The construction industry lives in a world
software vendors have templates; manufacturers provide of unformatted and non-reconciled data. This reality leads to
computer-aided design (CAD) and 3-dimensional (3D) cuts; inconsistent accounting of job information and related build-
and some contractors carry their own estimating condition ing information, which creates gaps and silos where valuable
details to streamline company processes. Wall and ceiling information is now hidden.
specialty contractors also maintain a form of a “Waldo” default Industry professionals know that 30-story hotel buildings
type numbering system for certain conditions within their in- can be built in 16 days; many have seen it before their eyes.
ternal estimating databases. However, these internal estimating Improving the information exchange of commoditized data
databases are often repeated by individual contractors and cre- is an efficiency boost in all levels of business. Profession-
ated from scratch hundreds of times by different contractors.
A method of exchange needs to exist to leverage the power
of each of these built-up valuable nuggets. The Wall informa-
tion exchange (WALLie) is an initiative through the auspices
of the National Institute of Building Sciences buildingSMART
alliance® that strengthens the value of proprietary libraries and
improves the exchange of related and necessary information.
This is not an architectural standard, nor would it be manda-
tory, static, exclusive, proprietary nor hidden behind costly
software. Specification writers—the hidden workhorses of the
industry—can rejoice in its publication as a place for specifica-
tions to start to line up easily for selection in an open standard
format.

What’s the Industry Dilemma?

Construction efficiency is roughly 50 percent, due to lack of Figure 1: Virtual mock-ups save field time and allow broader access
coordination, lost productivity and error propagation. Any between project stakeholders.

16 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016

NIBS_1216_BIM_Lord_Rapapport.indd 16 11/17/16 2:22 PM

 als standardize that which is rote; and
differentiate on service, quality, features
and value. In order to accomplish a better
“bargained-for exchange,” a standard
must exist to communicate, process
and refine the upstream information for
downstream value. Every manual re-entry
process comes with inevitable errors and
friction to workflow. In construction,
while each building is wholly unique, it
contains “standard” objects used multiple
times across many projects in varying
quantities and configuration parameters.
Resistance of users to the concept of
an information exchange in the wall/
ceiling contracting industry centers
around concerns over opening up ex-
isting and invested processes that have
served intra-company exchanges for
years. These internal processes protect
against new entries to the market and
competition. Software companies are
in the business of selling contracting
companies what they need and want.
This is why each company has its own
library. Each of those companies wants
to be the dominant player and have its
libraries be the de facto standard. But
while seemingly giving a company what
it needs, each solution instead builds
a cul-de-sac that stops within its walls.
The benefits to the industry in creating
a dynamic link between designers and
contractors will prove to be a paradigm
shift of sorts. Imagine a day where the
experience of a wall contractor, who has
worked on such projects as the World
Trade Center, Frank Gehry buildings and
Carnegie Hall, could weigh in on what
the architect would like to achieve going
forward.
As it relates to walls in a typical proj-
ect, coordination of the placement of
key wall elements, such as top track,
jamb studs and all deck-to-deck compo-
nents, are often neglected in a building
information modeling-driven (BIM-
driven) “clash detection.” This detection
usually involves heating, ventilation
and air-conditioning (HVAC); plumbing;
fire protection; and the general con-
tractor to determine the best routing,
but often negates wall elements. Clash
detection is an iterative process that is
complicated by the number of variables.
However, its value greatly depreciates
when non-modeled elements are not
represented and, therefore, become
field issues. If it isn’t modeled, it can’t
NIBS_1216_BIM_Lord_Rapapport.indd 17
Figure 2: Exterior framing models can be used for material ordering and fabrication.
be coordinated efficiently. Generally,
architects have a representation of two
lines depicting a wall with an externally
referenced wall detail that serves to de-
fine what is to be built, coupled with the
specifications. From this information,
contractors rebuild those details into
proprietary estimating software intelli-
gence. Sophisticated contractors take the
architect’s model, if available, and insert
critical components that need to be co-
ordinated for clashes and for “interfer-
ence walls,” which need to be phased in
correctly.
Scheduling is a neglected aspect of
construction because specialty trade
contractors rarely are involved in the
schedule management process, which
leads to a lack of necessary granularity
guiding the processes. By including the
wall elements as they should be built
into a coordinated schedule, those fac-
tors that obstruct the progress of a proj-
ect can be represented and minimized in
the interest of the project as a whole. A
typical example of a project obstruction
is the interference wall situation. This is
a condition where some walls need to be
built so other typically forward phases
can be built or installed. The growing
prominence of off-site modular con-
struction will make this a regular occur-
rence. Typical schedules, without a fault
or setback, show wall phases as layout,
frame, drywall and tape per area or floor.
While this would be an ideal situation for
every contractor, this is not the case in 95
JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016
percent of projects. Having wall elements
modeled through the implementation of
a referenceable library would allow this
sort of coordination to exist.
Why WALLie?
WALLie is a convention that benefits the
coordination process. WALLie doesn’t
replace any of the known standards out
there, nor does it impinge on in-house
libraries that companies have developed
throughout their histories to streamline
their processes. WALLie serves as a ful-
crum for existing efforts and focuses
software development around a central
placeholder for wall systems. Models
don’t have to become more bulky and
complex because of this advancement.
Allowing the wall contractor to connect
to the architect’s vision brings tremen-
dous knowledge resources that can be
made available. An architect could de-
scribe a problem that requires maximum
ceiling height with an elaborate detail
that could, in fact, be solved by new
drywall folding techniques that may
not even be known to the designer. Why
would an architect be at the forefront of
installation techniques when contrac-
tors live by and breathe this information
every day?
Ancillary benefits from this standard
include consistency between applica-
tions, such as accounting, estimating,
modeling and scheduling, as well as
cross-project analysis that compares
identical wall types and wall-type
Continued on page 18
17
11/18/16 8:49 AM
 classes. Fundamentally, the standard
minimizes the loss from wall design
to the construction process, provides
coordination and delivers schedule
correction. WALLie is an entry point for
those wanting to take their contractors
to a more-sophisticated level through
virtual mock-ups, field drawings with
model views and fully coordinated shop
drawings (see “Figure 1,” page 16; “Figure
2,” page 17; and “Figure 3,” right).
The flexibility of this information ex-
change allows for custom design that
may fall outside the parameters of the
current definition. Flexibility of this
exchange standard incorporates all
partitions to come. The UK version of
the Construction to Operations Building
information exchange (COBie UK) is a
successful exchange that has extended
into other industries outside of buildings
(see more at www.bimtaskgroup.org/
cobie-uk-2012/). Similarly, there is no
reason WALLie could not expand while
further developing all wall types.
How Does WALLie Work?
Imagine a spreadsheet that has rows
denoting a specific wall type and col-
umns depicting the condition detail.
For instance, a commercial wall in a
New York City building would show a
top and bottom track, studs, gypsum,
sound caulking, insulation (sound/
thermal), head of wall firestopping and
smoke seal. Each of these components
serves as a parametric variable that has
dimensions and other properties. Feeder
applications for specifiers could use this
database as a resource and/or a selec-
tion tool for a given wall type.
WALLie comes in a variety of forms: a
simple spreadsheet similar to the COBie
format; an embedded plug-in option
for software applications; a web-hosted
tool for quick reference; a mobile app
for field or remote access; and as CAD or
BIM library items for direct placement
within the virtual project. Designers can
select such parameters as length over
deflection, sound-rating requirements,
fire/smoke requirements and spacing
requirements. Estimators can build a
database of conditions or subscribe to
an updating service to streamline the
process.
Every conceivable wall type can be
represented in the database with an
associated and logically unique identi-
18 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016
NIBS_1216_BIM_Lord_Rapapport.indd 18
Figure 3: Framing models help produce shop drawings and drive the layout process.
fier. As new walls evolve, the library will
expand accordingly. Potentially, this
would include more properties. A search
engine makes this process come togeth-
er logically and efficiently. The WALLie
library is a tool that instantly improves
the workflow through an easy-to-use
interface. Contractors can build their es-
timating systems around these walls and
make it part of their bidding processes,
linking each of the architect’s walls to
the contractor’s new library (powered by
WALLie) to quickly generate their num-
bers. With no shortage of work in project
management departments, streamlining
the logically imperative ones would free
up managers to focus on higher levels of
analysis. When artificial intelligence hits
the industry, users will need to ensure
any underlying data is sound. Walls are
no exception.
All sectors of the industry are interest-
ed in WALLie, and specifiers are cautiou-
sly optimistic. With the click of a wall
element in a model, professionals could
get the specification for it and generate
specifications directly from the design
process. To this end, WALLie is an en-
abler, which could step on some toes.
However, professionals would be able to
leverage the possibilities this technology
offers. Manufacturers are interested in
having their products available as op-
tions across a consistent database. Facili-
ties managers want to see what is behind
those walls; the simple identification of
a king stud can help them intelligently
select where to cut into the wall.
WALLie is a flexible exchange standard,
based on International Organization for
Standardization (ISO) 16739, that can
interject at any point within the construc-
tion and facilities management cycle to
ease data flow, thereby enhancing the
connected platforms’ capacity to report.
Organizations gain instant process
improvement in accessing industry wall
types for design, estimating and building
work history matrices. This helps to com-
pare, benchmark and analyze continu-
ously for lean improvements. Software
developers can differentiate on the
ingenuity of their systems for value, rather
than the size of their disconnected librar-
ies, which causes so much system lock.
With this tool, organizational processes
are no longer confined, and third-party
limitations from library databases and
tools open up, offer accessibility and en-
courage the free flow of information. JNIBS
ABOUT THE AUTHORS: John Rapaport, Esq.
is the chief contracting officer and attorney at law
and John Lord, LEED AP is the chief technology
officer at Component Assembly Systems, Inc. (CAS),
www.componentassembly.com. One of the premier
drywall and acoustical specialty contractors in the
United States, CAS also provides 3D modeling, BIM
coordination, design assist and design-build services
to meet the needs of its most sophisticated clients.
Over its 52-year history, the company has complet-
ed more than $6 billion worth of contracts in every
major building sector.
11/17/16 2:22 PM
 A BLUEPRINT FOR
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number of Thermomass projects to
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highest distinction.
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NIBS_2014_Full_Page_Ad_Template.indd 2 11/8/16 2:17 PM

 Surveying the Benefits
of Job Order Contracting
By Jacob Kashiwagi, PhD; Jake Gunnoe; and Dean Kashiwagi, PhD, PE
T
he construction industry often struggles to deliver projects
efficiently, in a timely manner and within budget. In fact,
only 2.5 percent of all global projects deliver on time and on
budget.[1] Project inefficiencies cost between $15.6 and $36 billion
each year.[2] In order to improve project-delivery performance,
alternative project-delivery methods build upon more traditional
methodologies. In 2015, the Performance Based Research Group
at Arizona State University (ASU) conducted a study on a variety
of project-delivery methods to compare their effectiveness in
budgets, schedules and overall satisfaction.
Examining Options
Over the past 24 years, several research efforts identified sources
of project inefficiencies.[3] Researchers concluded from more
than 1,800 tests that a primary cause of low project performance
(time, cost and customer satisfaction) was due to the traditional
owner-vendor relationship, in which the owner uses a design-
bid-build (DBB) approach. In DBB and other similar methods,
the same problems often occur: scheduling pressures, budget
limitations, poor labor quality, extensive project delays and inac-
curate project pre-planning. All of these issues trace back
to how owners and vendors approach a project.
Owners hire contractors because they are experts in con-
struction, which suggests that the contractor typically has more
expertise than the owner. More expertise means the contrac-
tor is more capable of predicting project outcomes. Thus, the
contractor is more capable to identify and mitigate foreseeable
risks. Research shows that when the owner disregards contractor
expertise, project costs and schedule deviations increase up to
30 percent.[4] In contrast, when an owner utilizes a contractor’s
expertise, project risks and costs are minimized.
Job order contracting (JOC) is a delivery system focused on
reducing an owner’s repeated design, procurement and project
management by using vendor expertise. JOC enables ongoing
information sharing, which makes owners and vendors more
1998 CJE Survey,
CJE Members
Number of Responses 62 owners
Average Award Amount to Date
Average Number of Total Task Orders
Percent of Satisfactory Projects
Percent of JOC Projects Completed on Time
Percent of JOC Projects Completed on Budget
Quality of Construction (Rating 0-10)
Quality of Drawings (Rating 0-10)
Figure 1: Two research studies on JOC performance point to the benefits of this project-delivery method.
20 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016
NIBS_1216_FMOC_Kashiwagi.indd 20
transparent in order to reach mutually desired goals. Initially,
developers created JOC for military use. JOC allowed these mil-
itary owners to contract with vendors for an indefinite number
of projects (task orders) over multiple years within a contract.
Now, this flexibility makes JOC ideal for maintenance and repair
projects. The unit price book (UPB), another feature of JOC that
made it more efficient and more popular, provides standardized
industry cost estimates for common work orders and projects.
JOC streamlines the contracting and delivery process with a
recurring delivery structure that eliminates repetitive pricing
negotiations. Ultimately, contractors have more time to focus on
their expertise (technical requirements and construction tasks)
and assume less administrative responsibility.
Examining JOC
The Center for Job Order Contracting Excellence (CJE) is a
non-profit organization, headquartered in Washington, D.C.,
with members from all areas of the construction industry. The
Center promotes a cost-effective, efficient, performance-based,
high-quality JOC project-delivery system through the develop-
ment and education of the industry. In 1998, CJE conducted a
survey to measure JOC performance on military sites. The 2015
follow-up survey, conducted by ASU researchers, included or-
ganizations outside the military who use JOC. “Figure 1” (below)
shows the results of both surveys.
Both studies show that JOC maintains high performance over
time. Furthermore, the 2015 study sought to understand what
makes JOC a successful delivery system. A detailed look at the
performance of JOC shows that:
• 99 percent of facility owners recommend JOC.
• 96 percent of JOC projects deliver satisfactory results.
• 87 percent of JOC projects complete on time.
• 91 percent of JOC projects are on budget.
• Owners estimate an average administrative cost savings of 24
percent by using JOC instead of traditional delivery methods.
1998 CJE Survey,
2015 ASU Survey
Non-CJE Members
47 owners,
30 owners
13 contractors
$5 million — $144 million
114 131 1,529
95% 90% 96%
82% 69% 87%
N/A N/A 91%
8.2 6.6 8.2
7.8 5.1 7.2
11/17/16 2:27 PM
 • Compared to other delivery methods,
JOC increases transparency by 30
percent.
Through an analysis of government
statutes placed on JOC contracts, re-
searchers learned that many believe JOC
is best-suited for relatively smaller and
simpler projects. However, clients that
use JOC for larger and smaller projects/
task orders (up to $9.9 million) experi-
ence high performance (time, cost and
quality). Overall, the survey shows that
JOC performance is consistent, regardless
of the project size.
Also, clients identify that JOC is a better
delivery system than other delivery sys-
tems—DBB and design-build (DB)—in
terms of delivery time, cost and satisfac-
tion. “Figure 2” (right) shows some of the
key findings.
The greatest impact of JOC is faster
construction delivery: 81 percent of re-
spondents say JOC saves time in project
procurement, and 68 percent of respon-
dents need less project management
support time throughout the contract du-
ration compared to traditional methods.
Additionally, owners rate JOC as 30-
percent more transparent than traditional
delivery methods.
Owners and contractors identify sever-
al other valuable aspects of JOC:
• 100 percent of respondents believe JOC
is more transparent than other delivery
methods.
• 98 percent of respondents say JOC re-
duces costs (primarily in procurement,
project management and design).
• 90 percent believe JOC enables more
effective pre-planning because it incor-
porates vendors into the project sooner.
• 82 percent claim that JOC increases
overall project efficiency because it
Figure 2: This graphic shows the results of the 2015 ASU study, in which 17 owners who have
implemented JOC, DBB and DB rank their experiences about the performance of each project-
delivery method.
requires less time to deliver the project,
it is simple to use and flexible for a
variety of project types and sizes.
• 96 percent of clients say the largest
motivation for using JOC is its ability
to reduce project time. The next most
important factors are its simplicity and
flexibility.
Greater Benefits
While project performance is an ever-
growing problem in the construction
industry, methodologies practiced in JOC
yield impressive results. Often, traditional
delivery methods create limitations and
requirements for vendors, which devalues
their expertise. JOC utilizes the expertise
of vendors and contractors by:
• Optimizing the number of contract
awards to best fit the program volume.
This optimization eliminates unnec-
essary contractor competition and
ensures maximum usage of contractor
expertise.
• Encouraging early contractor involve-
ment to provide more scope clarifica-
tion and vendor-led design work.
• Ensuring accurate and standardized
UPB items before contract signing,
which provides thorough coverage
for anticipating task orders.
• Increasing project transparency and
allowing for more vendor flexibility.
On average, JOC results in an average
cost savings of 24 percent. The cost of run-
ning a JOC program with the assistance
of a JOC consultant only ranges from two
percent to 10 percent,[5] so it offers a high
return on investment. Both owners and
contractors benefit from incorporating
JOC into their projects. The full capability
of JOC is still being tested, but its applica-
tions could extend to many project types
and industries. Download all results of
this study at PBSRG.com/JOC. JNIBS
ABOUT THE AUTHORS: Jacob Kashiwagi, PhD is
assistant research professor of the Performance Based
Studies Research Group (PBSRG) and a lecturer for
the School of Sustainable Engineering and the Built
Environment, both at Arizona State University (ASU),
Phoenix. Jake Gunnoe is a graduate research assistant
for PBSRG. Dean Kashiwagi, PhD, PE is a Fulbright
Scholar and also the director of PRSRG.

Further Industry Resources

Gordian Job Order Contracting:
www.gordian.com/products/job-order-
contracting
The Institute for Public Procurement:
www.nigp.org
Job Order Contracting, On Time and On
Budget (Video):
References:
[1]
PricewaterhouseCoopers (PwC), 2009. “Need to Know: Delivering Capital Project Value in the
Downturn,” www.pwc.com/co/es/energia-mineria-y-servicios-publicos/assets/need-to-
know-eum-capital-projects.pdf, accessed September 16, 2015.
Lepatner, Barry B., 2007. Broken Buildings, Busted Budgets, The University of Chicago Press.
[2]

http://info.thegordiangroup.com/JOCTop5.html
Job Order Contracting Performance Study
Results:
http://info.thegordiangroup.com/ASU-JOC-
Study.html
National Coalition for Public Procurement:
www.publicprocurementcoalition.org
Performance Based Studies Research Group,
Job Order Contracting Survey Effort:
http://pbsrg.com/best-value-model/projects/
joc-survey-effort/
Rivera, A.O., 2014. “Impact of a Non-Traditional Research Approach Case Study on the
[3]
Performance Based Studies Research Group,” Master’s Thesis, Arizona State University.
[4]
Rijt, J.; Wiebe, W.; Vis, C.; Santema, S., 2011. “Best Value at the Directorate-General for Public
Works and Water Management in The Netherlands: A Case Study of the Procurement of
Infrastructure Project Worth $1.200M,” Journal for the Advancement of Performance Information
and Value, 3(1), pp. 90-100.
[5]
Performance Based Studies Research Group, Arizona State University, 2014. Interview with The
Gordian Group, The Gordian Group Office, Norwell, Massachusetts, July 29, 2014.

JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016 21

NIBS_1216_FMOC_Kashiwagi.indd 21 11/18/16 8:51 AM

 Teaching Building Science
in Design Studio
By David Fannon, AIA, LEED AP BD+C and Michelle Laboy, PE

E
ducating achitects in building science and building

JAMAICA REESE-JULIEN AND SARAH SOLOMON

technology is a long-standing disciplinary concern.[1]
The increasing complexity of shaping a sustainable and
resilient future makes their education even more pressing.[2]
The U.S. Department of Energy (DOE) succinctly captures
RADIANT COOLING RADIANT HEATING
this sense of urgency, stating: “A key barrier to true market
transformation for high-performance buildings is the limited Solar Panels Optimized for
Summer Gains
knowledge-base of the professionals.”[3] It goes on to cite lack Green Roof Combats
Heat Island
of integration, inaccurate information and curricular inconsis-
tencies as causes. These pages outline the efforts at Northeast- Rainwater
Harvesting
ern University (NU) to teach building science knowledge and
Form Shades
skills by integrating them into design studio through the lens North-Facing Overheated Period
Skylight
of well-regarded learning science principles (select principles Cross Northern Light
Ventilation
introduce each section in this article).[4] Cooling
VAV System

Knowledge
“Prior knowledge can help or hinder learning” and “the orga-
nization of that knowledge influences how students learn.”
In architecture school, students typically use site and pro-
Constructed
gram as the main generators of the plan. Meanwhile, students Wetland
study construction, structural and environmental systems in R28 Envelope
separate lecture courses, which connect to design studios only Radiant Heating
and Cooling
in very limited moments, if at all. Thus, the students’ prior
knowledge about the design process and the division of sys-
AHU
tems knowledge hinders their ability to see building systems
as a generative and essential aspect of design. Left unchal- Pile foundation
lenged, students go on thinking that material systems are ap-
plied after the fact, based on superficial aesthetic preferences, Filtered water dilutes Ground
Stony Brook Pollution Source Loop
without considering their performance or their role in shaping
form and space. Similarly, limited experience in practice may
suggest that technical designs for building enclosure and Figure 1: This integrated diagram illustrates the interaction of multiple
mechanical, electrical and plumbing (MEP) systems lie in the forces and building systems.

22 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016

NIBS_1216_BSEDUCATION_Fannon_Laboy.indd 22 11/17/16 2:35 PM

 MAIN WATER

SEAN KLINE, JEFFREY ALEX AND NATHANIEL GOTFREDSON

SUPPLY
AIR EXHAUST TO HEAT RECOVERY

MAIN VERTICAL
CHASE FOR
FUTURE USE
SUPPLY

DOMESTIC WATER SUPPLY HORIZONTAL DISTRIBUTION

PEDESTALS TO SUPPORT RAISED FLOOR

RADIANT COLD WATER
RETURN
PRECAST CONCRETE FRESH AIR SUPPLY HORIZONTAL
T-SHAPE STRUCTURE DISTRIBUTION

AIR
RETURN

DISPLACEMENT
VENTILATION: FRESH AIR
SUPPLIED FROM BELOW
SEPARATE EXTERNAL STRUCTURE
RADIANT HOT WATER ON OUTSIDE OF CURTAIN WALL TO
PRECAST PANELS, SUPPLY SUPPORT GROWING MEDIUM AND
RADIANT HEATING & COOLING SYSTEM FROM HEAT EXCHANGER DECIDIOUS PLANTINGS

COMFORT SYSTEMS INTEGRATION LIVING SYSTEMS INTEGRATION

HEATING/COOLING/VENTILATION/WATER SUPPLY AILANTHUS ALTISSIMA USED FOR FACADE SHADING

Figure 2: These diagrams illustrate the integration of prefabricated structural systems and active comfort systems (left) and the integration of
envelope and living systems to provide passive comfort.

domain of external experts, rather than
architectural decisions.
The NU capstone course integrates
a lecture-based systems course with
a conventional design studio in an
effort to overcome misconceptions and
activate prior foundational knowledge
about systems more effectively. Unlike
conventional designs, which begin with
program and site, this studio reverses
the traditional design sequence. Specifi-
cally, it asks students to begin the design
process by exploring the performance
and detail of specific material systems
across a range of building needs—from
structural to environmental condi-
tioning and aesthetics. Based on these
experiences, students generate an
architectural prototype. Throughout the
semester, they develop this prototype
by adapting it to a site and eventually
considering multiple building uses.
Early diagramming exercises help stu-
dents visualize and understand complex
systems for structural, enclosure and
environmental control in ways that
relate to design (space, proportion and
experience). Using systems integration
diagrams (see “Figure 1,” opposite page)
throughout the semester allows students
to reorganize areas of knowledge and
focus on connections among them.
Mastery
Acquiring component skills, practicing
integration and understanding applica-
bility are important to develop mastery.
Task-decomposition is a key strategy to
develop mastery.[4] Starting with the
design of a simple structural bay unen-
cumbered by program or site, students
focus on the parametric relationships
among structural, environmental and
enclosure systems. This process en-
courages students to practice systems
integration by clearly understanding
performative consequences of design
choices. Emphasizing relationships
among parameters—like depth-to-span
ratio for structure or window area to
daylight penetration—underlines the
importance of integration. Further-
more, this process highlights design
constraints that are subsequently tested
using more rigorous analysis and cal-
culation; for example, by sizing typical
members or measuring a physical day-
lighting model.
Throughout the course, complexity
gradually increases in order to avoid
cognitive overload. The second phase
assigns a site, prompting students to
integrate larger systems (e.g., ecologi-
cal, cultural, infrastructural). Students
transform the prototype into a full
building with additional performance
requirements: lateral stability, egress
organization and response to the site’s
microclimate to deliver desirable inte-
rior conditions. For example, designers
sculpt air movement or respond to ad-
jacent structures blocking and reflecting
solar radiation. The third phase intro-
duces the integration of active systems
and technologies by using scenario
planning to explore the adaptability of
these systems over time.
One of the critical strategies from
learning science is identifying when stu-
dents lack the component skills needed
to achieve a higher learning objective.
Unlike a typical lecture course, studio
affords one-on-one interaction, which
allows instructors to identify specific de-
ficiencies in skills or knowledge of struc-
tural, environmental or construction
systems. The time for in-depth research
at the start of each phase permits the
instructor to assign tailored corrective
assignments for students to catch up
with background knowledge or skills.
To reinforce component skills, per-
formance criteria explicitly includes
integration,[4] with the ultimate goal of
integrating—rather than mindlessly
layering—passive (structure, enclosure)
and active (power-operated) solutions
(see “Figure 2,” above). Students learn
about the applicability of particular
systems by comparing their solutions to
those approaches developed by other
students.
All design processes require multiple
cycles of research, application, feed-
back, revision and learning. These cycles
characterize architectural education
over the past century.[5] The studio for-
mat creates a multitiered instructional
scaffolding for practice and feedback.[4]
Students work in pairs to help each oth-
er understand concepts, develop ideas
Continued on page 24

JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016 23

NIBS_1216_BSEDUCATION_Fannon_Laboy.indd 23 11/17/16 2:36 PM

 JAMAICA REESE-JULIEN AND SARAH SOLOMON
GREEN ROOF: and practice arguments. In this studio,
SOIL
FILTER FABRIC unlike other technology courses, teams
MOISTURE RETENTION
AERATION LAYER larger than two students seem to result
5.5” XPS INSULATION
DRAINAGE LAYER in problems. Often, larger groups yield
ROOT BARRIER non-cohesive work and/or resentment
PROTECTION COURSE
WRB MEMBRANE at uneven alliances over design vision.
Assignments purposely require odd
numbers of deliverables so that students
PARAPET:
CONCRETE PARAPET cannot simply divide the work in half.
COMPOSITE PANEL Instead, students must balance and
SHEET METAL CAP
PAVER WITH SHIM integrate their individual efforts through
RETENTION TEE
conversation and critique. In weekly
FIRESTOP desk critiques, the instructor provides
EXPOSED SPACE TRUSS formative feedback, informing students’
subsequent learning.[4]
FLOOR ASSEMBLY: At critical moments, students meet
POLISHED CONC. FLR.
PLYWOOD SUBFLOOR with domain experts (e.g., engineers,
CONC. PANEL DECK
STEEL SPACE TRUSS façade consultants) to review designs
FIBERGLASS-FACED GYP and approaches for specific systems
RADIANT PANEL
(e.g., structural, mechanical, landscape),
thus targeting both the content and tim-
EXTERIOR WALL: ing of the feedback. The timing demands
STEEL SPACE TRUSS careful consideration. Conducting a
FIBERGLASS-FACED GYP
WEATHER BARRIOR review too early precludes the desirable
XPS FOAM INSULATION
AIR CAVITY difficulty of students’ self-discovery, but
COMPOSITE PANEL
too late simply identifies errors without
INTERIOR WALL: guiding future learning and develop-
(2) 5/8” GWB ment. Empirically, two-thirds of the way
RESILIENT CHANEL
through a project or phase seems to
be about right. A regular pool of highly
qualified local practitioners works with
BASEMENT SLAB: the curriculum to tailor their critique to
SEAL EXPANSION JOINT
WATERSTOP SEALANT course objectives. As in most studios,
CONC. SLAB + WWM
REINFORCED WRB formal reviews at the end of each phase
XPS FOAM INSULATION complement these exercises. During
MUDSLAB ON GRAVEL
formal reviews, external critics (primar-
BASEMENT WALL: ily practicing professionals) critique
CONCRETE WALL the work to provide holistic summative
WRB MEMBRANE
RIGID INSULATION feedback regarding student work and
CONCRETE PARGING
development.

Motivation and
Metacognition
Students’ motivation determines and
sustains what they do to learn.
Sometimes, critics view the studio-
centered system of architectural educa-
tion as a barrier to achieving technical
proficiency, as architecture students
often prioritize design studio over other
courses.[1] This emphasis on studio at
the exclusion of other content has real
consequences. The American Institute
of Architects Committee on the Envi-
ronment (COTE) notes that “when the
FOUNDATION: environment is discussed only in ‘sup-
PILE CAPS port’ courses, students are likely to see
DRILLED PILES
it as inconsequential.”[6] To address this
Figure 3: This peel-away axonometric section details components of an exterior wall assembly. challenge, an integrated model harness-

24 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016

NIBS_1216_BSEDUCATION_Fannon_Laboy.indd 24 11/17/16 2:36 PM

 es the motivation of the creative process.
The integrated model makes technical
knowledge more relevant to students’
current interests and better connects
this knowledge to their future profes-
sional experience. Integrating building
systems and building science into
design studio changes their perceived
value to students in architectural design
and education.
One student wrote in an anonymous
course survey: “[This] studio was in-
tense, but it was through that rigor that
I learned an incredible amount about
architecture….I feel like our previous
courses…would benefit greatly to have
more technical design involved.” The
capstone course is a highly visible mo-
ment in the time and space of the school
and program. Doing this during the cap-
stone course contributes to learning and
to design culture by motivating younger
students engaged in the foundational
system courses to see value in their
current work, effectively demonstrating
“relevance to students’ current academ-
ic lives.”[4] The display of artifacts, such
as large and dramatic models and tech-
nical drawings in studio (see “Figure 3,”
opposite page), makes this rigor visible
as integral to design.
Strategies of “flexibility and con-
trol” and “opportunity to reflect”
help improve student motivation.[4]
A semester-long design project of-
fers students many choices about the
systems they explore, the parameters
they prioritize and the ultimate design.
The coordination of a theory-focused
lecture course with a practice-focused
studio course provides students oppor-
tunities to reflect on their own work in
the context of the broader disciplinary
discourse. In the course Integrated
Building Systems, students read theory
and analyze in-depth case studies that
highlight the importance of systems
thinking, technical knowledge, mul-
tidisciplinary expertise and detail devel-
opment in the production of significant
architecture. The assigned readings and
questions prompt students to consider
broader issues (e.g., economic, ecolog-
ical and political). At the end of each
phase, students write a reflection on
their own design process and outcomes
in studio. These strategies apply another
learning-science principle: providing
opportunities to apply metacognition
NIBS_1216_BSEDUCATION_Fannon_Laboy.indd 25
skills so students become self-directed educators, concluding, “We must learn,
learners.[4] we must learn, to teach technology as
Students build on foundational design.”[8] In efforts to answer this call,
knowledge to gain fluency with build- engaging building science and systems
ing science and learn to apply that in the creative design process improves
knowledge through design. Following transfer and organization of knowledge,
the revised Bloom’s Taxonomy,[7] the increases motivation and enables the
DOE’s “Guidelines for Building Science development of student mastery. The
Education” defines proficiency levels centuries-old studio model is not the
ranging from low levels like “remember” problem for building science education,
and “understand” to the highest level of but rather, a part of the solution. JNIBS
“create.”[2] While students recall or apply
fundamental concepts, the studio also ABOUT THE AUTHORS: David Fannon, AIA,
LEED AP BD+C is an architect and building
affords—indeed, requires—faculty to scientist whose teaching and practice integrates
assess the process by which students rig- research, analysis and design to provide luminous,
orously analyze, evaluate and integrate thermal and acoustic comfort while reducing
resource consumption in buildings. He holds a joint
knowledge to create novel solutions.
appointment as assistant professor in the School of
Measuring the effectiveness of design Architecture and the Department of Civil and Envi-
education is always difficult, but instruc- ronmental Engineering at Northeastern University,
tors solicit formal feedback from expert Boston. Michelle Laboy, PE is an assistant professor
of architecture at Northeastern University. With
guest reviewers after each critique, interdisciplinary training in architecture, engi-
and from students via course surveys. neering and urban planning, her career integrates
Alumni and employers also contribute. teaching and practice, working on award-winning,
sustainable and site-driven architecture projects
These sources suggest this studio helps
and exploring their performative integration to
students develop technical knowledge landscapes, as well as the cultural, technological
about building science and, more im- and theoretical context of these ideas.
portantly, begin applying those lessons The authors wish to thank their colleagues for
their support and their students for their efforts in
creatively through integrated design, making this work possible.
both in school and practice.
In his 2005 Topaz Medallion pre-
sentation, Edward Allen challenged
References:
[1]
Peters, Tom F., (1984-). “Report of an Ongoing Experiment: Case Studies
in Construction as Examples of Theoretical Approaches to Teaching
Technology in Architecture,” Journal of Architectural Education (39)4,
(1986), pp. 11-21, www.jstor.org/stable/1424791; The American
Institute of Architects, Papers and Essays submitted for the 1993
Walter Wagner Education Forum (1993); Committee on Education of Facilities Design and Construction
Professionals, (1995). Education of Architects and Engineers for Careers in Facility Design and
Construction, National Academies Press, Washington, D.C., www.nap.edu/catalog/9201.
[2]
Metzger, Cheryn; Rashkin, Sam; Huelman, P., (November 2015). “Guidelines for Building Science
Education,” Pacific Northwest National Laboratory, Richland, Washington,
www.pnnl.gov/main/publications/external/technical_reports/PNNL-24143.pdf.
[3]
Metzger, Cheryn; Rashkin, Sam, (May 2015). “Building Science Education at the Department of Energy,”
Pacific Northwest National Laboratory, Richland, Washington,
http://buildingscienceeducation.net/wp-content/uploads/2015/05/
Building-Science-Education-at-the-Department-of-Energy.pdf.
Ambrose, Susan A.; et al., (2010). How Learning Works: Seven Research-Based Principles for Smart
[4]
Teaching, 1 Edition, Jossey-Bass, San Francisco, pp. 5-14, 84, 89, 112, 117, 132, 139, 190.
[5]
Committee on Education of Facilities Design and Construction Professionals, (1995). Education of
Architects and Engineers for Careers in Facility Design and Construction, National Academies Press,
Washington, D.C., www.nap.edu/catalog/9201.
[6]
AIA Committee on the Environment, (2006). “Ecological Literacy in Architecture Education: 2006 Report
and Proposal,” The American Institute of Architects, p. 22,
www.aia.org/practicing/groups/kc/AIAS074665.
[7]
Anderson, Lorin W.; Krathwohl, David R.; Bloom, Benjamin S., (2001). Taxonomy of Educational Objectives
Bloom, A Taxonomy for Learning, Teaching, and Assessing: A Revision of Bloom’s Taxonomy of Educational
Objectives, Complete Ed., Longman, New York.
[8]
Allen, Edward, (March 2005). “Some Comments Concerning Technical Teaching in Schools of Architecture,”
Topaz Medallion Speech, www.sbse.org/announcements/documents/TopazMedalSpeech.pdf.
JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016 25
11/18/16 8:54 AM

Extending the Life of Durham’s City Hall
T
he rugged, raw surfaces of Brutalist architecture reigned
in governmental buildings in the late 1970s. Almost 40
years after its construction, the City Hall in Durham,
North Carolina, also was showing the raw ravages of time. In
particular, the building envelope suffered from a myriad of
water-infiltration issues and ongoing maintenance challenges,
compounded by the many recesses and hidden crevices in-
herent to the structure’s uncompromising exterior wall design.
City staff in the building suffered through window and wall
leaks so severe that impromptu interior gutters were impro-
vised at some offices to divert rain water into waiting buckets.
Problems stemmed from several sources, including inade-
quate original detailing, failing sealants and deficient masonry
cavity wall systems, which were not constructed as designed.
Additionally, proper flashing was absent in many places. Vapor
These images (left to right) illustrate the existing wall panel investigation; masonry cracks at insufficient bearing areas; and the new waterproofing
system installation in progress.
26 JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016
NIBS_1216_BED_Delcambre.indd 26
After the renovation of City
Hall in Durham, North
Carolina—before, during, and
after (center image)—the now
refreshed, functioning facility
is better-suited to community
needs.
By David Delcambre, AIA, LEED GA
barriers, as well as insulation, were minimal at best. When
coupled with age and the daily wear and tear of the building,
Durham’s most public municipal structure was overdue for a
refresh.
In 2008, the city’s General Services Department began plan-
ning for renovation work. Terracon and Heery International
conducted a limited observational building envelope assess-
ment, which focused on known leaking areas. The Texas-based
Conley Group followed up this initial building envelope eval-
uation with more-detailed investigations, which segued into a
comprehensive survey by the local Durham architectural firm
RND Architects. The architects then completed extensive field
survey work of the building, including close-up photographic
documentation, water tests and wall-cavity investigations.
While the city’s maintenance staff had valiantly made extensive
11/17/16 2:48 PM
 The south elevation of City Hall (pre-renovation, during construction and after completion) now features larger façade window openings.

and repeated sealant replacement and
leak repairs over the years, the building’s
exterior wall conditions begged for a
more-effective, long-term solution. The
original intent and scope of the proj-
ect aimed to fix known window leaks.
However, once these in-depth investiga-
tions of the building envelope began, the
project quickly evolved into something
else entirely.
The assessment team turned its focus
to suspect brick expansion joints on the
building’s west façade. Close-up surface
inspection revealed that large areas of
the existing four-story brick veneer at
the end of the building were well out of
plumb. Furthermore, the brick veneer
suffered from cracking and failing sea-
lants, which spanned distances well
for the 1970s, but lacked water tightness
and energy efficiency. Not only would
the renovation contractors have to tear
off and replace the deficient masonry
areas, but they would have to remedy
the aggregate panels, which comprised
significant areas of exterior wall surface
adjacent to a main entrance. Thus, their
replacement was no small decision, par-
ticularly since the facility is a continually
occupied public building. Additionally,
such replacement work would have to
take place from the exterior side only; in-
terior wall surfaces had to remain intact.
Given the disruption that these repairs
would cause and that they would affect
large areas of the building, the project
team decided to include other facil-
ity issues in the project. These issues
included a loading dock area that was
improperly sloped, which caused pond-
ing water and maintenance problems;
a pedestrian plaza space behind City
Hall elevated over a lower-level parking
structure that also suffered from water
infiltration and accessibility concerns;
and an aging heating, ventilation and
air-conditioning (HVAC) chiller system.
In addition, the team decided to address
poor signage and inadequate pedestrian
access via an underutilized monumental
stair, which was rerouting foot traffic to
a rear entrance (usually locked) into the
building. Another priority was access to
the building’s main entrance, which was
tucked away behind large aggregate wall
Continued on page 28

beyond acceptable tolerances. Once

sample areas of exterior brick in this
area were removed for a closer look at
the wall cavity, investigators found the
brick to be unsupported on steel shelf
angles in the cavity itself. Also, masonry
ties in the wall cavity barely connected
to mortar joints, so the forensics team
immediately flagged the area as a major
safety concern.
As a result, envelope assessment
work turned into an emergency repair
situation. Stabilizing anchor bolts were
installed as a temporary fix, and the Dur-
ham City Council quickly allocated funds
to implement a more-inclusive and per-
manent repair approach. RND’s study
of the existing exterior wall conditions
determined that once these repairs sta-
bilized the unsupported brick situation,
the project would have to implement an
extensive, multipronged approach to ful-
ly address the building’s envelope issues.
In addition to the deficient masonry
areas, investigators attributed water
infiltration to large exterior wall areas of
exposed aggregate “facing” panels. These The City Council Chambers receive new insulation and sheathing prior to the new rain screen
panels were timely in visual appearance system installation.

JOURNAL OF THE NATIONAL INSTITUTE OF BUILDING SCIENCES – DECEMBER 2016 27

NIBS_1216_BED_Delcambre.indd 27 11/17/16 2:48 PM

 panels extending down to a sidewalk
that did not comply with the Americans
with Disabilities Act (ADA).
RND’s architects proposed and
implemented a holistic design solution
with a clear strategy. They planned to
provide new exterior insulation where
possible (much of the existing batt in-
sulation was crumpled, sagging in the
cavity and non-functional); replace
existing sheathing at any newly exposed
accessible areas of wall surface; and
install a fluid-applied vapor barrier to
provide a solid underlayment for a new
veneer system. Architects would extend
steel shelf angles, where needed, to
provide proper brick bearing and at-
tachment points. Also, they planned to The plaza between City Hall and the Annex (before, left; after, right) now features new planters,
replace select windows in areas where updated railings and a paver pattern.
corrosive damage to window frames
had occurred and add in wall panels for
better natural light at office windows A contemporary weatherproof rain Comprised of interlocking painted alu-
and the street entrance. screen metal panel system was the most minum panels, the new cladding offers a
With a goal that the project would important aesthetic decision. Archi- durable finish, multiple drainage points
provide broad improvements for the tects designed the panel system in an via continuous drip-edge flashing and a
entire facility complex, the architects ashlar pattern to replace the existing, secondary backing drainage cavity. Also,
redesigned pedestrian stairs at the rear leak-prone exposed aggregate pan- it features a dynamic color palette and
of the building that were more appro- els prevalent across a majority of the finish choices, which enliven the build-
priate in scale. They developed new, building’s south (main entry) façade and ing’s streetscape appearance.
large canopies and prominent signage chambers. The proposed system includ- Along with the wall system and aes-
to reassert the building’s entrance and ed wall panels similar to those previ- thetic upgrades, the project visually and
street presence. These elements not only ously installed in a Durham recreation literally opened up City Hall’s main entry
restored proper pedestrian access points center. This prefinished, metal panel rain by removing significant areas of the ag-
to the building, but also served as an screen system was time-tested and long gregate panel areas that had originally
opportunity to enhance a more-coherent favored in European settings for both extended down to the curb. Today, an
site circulation system around City Hall. low maintenance and cost effectiveness. openness characterizes the streetscape
Continued on page 30

For information about

advertising and supporting
the Journal of the National
Institute of Building Sciences,
please contact Tom Davies at
(319) 861-5173;
tom.davies@stamats.com.

28

NIBS_1216_BED_Delcambre.indd 28 11/18/16 11:32 AM

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NIBS_1216_Marketplace.indd 37 11/18/16 8:59 AM

 presence of the renovated building. with, even to the point that they were

WHAT New metal façade panels start well

above head height, which allows natural
unaware that it served such a prime civic
function, now serves as a public facility

YOU SEE
lighting to flood into the main lobby much more suited for 21st century needs
area. Selectively removed panel areas and contemporary function. JNIBS
that obscured individual office views on

IS WHAT
upper floors now provide visual access to
natural light and improved views—to the
relief and enthusiasm of office staff.
ABOUT THE AUTHOR: Dave Delcambre, AIA,
LEED GA is project manager/architect for the
city’s General Services Department in Durham,
North Carolina. He would like to recognize the

YOU... In addition to improving the work

environment of city employees who
occupy the building daily, the project
expanded the notion of contemporary
municipal architecture for Durham’s
General Services Facilities Operations and Project
Management staff for their involvement in the suc-
cessful completion of the Durham City Hall exterior
envelope renovation project, including Barry Blake,
Ed Mitchell, Stacey Poston, Doreen Sanfelici and
John Paces-Wiles.

citizenry. What was once a building that

many residents had become complacent

A Resource for Energy Retrofits

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One of the biggest challenges in renovating a public building is balancing
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ICC publishes valuable resources to assist you

in learning and interpreting the 2015 I-Codes:

• Each Code and Commentary contains the

complete I-Code plus expert commentary
following each code section.

• The Code Essentials Series focuses on the

fundamentals of everyday code application.

• The 2015 IBC Illustrated Handbook makes it easy to

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compliance. Includes 500+ color illustrations and online
bonus features.

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16-12112 1-800-786-4452 | www.iccsafe.org/2015nibs

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