Wisconsin Institutes for Discovery

Integrated project delivery profile

02/19/2013


Project Team

Owners: Wisconsin Alumni Research Foundation, University of Wisconsin

Architects: Ballinger, Uihlein/Wilson Architects

Construction Manager: A joint venture between J.H. Findorff & Son Inc. and M.A. Mortenson Company

Mechanical/Electrical: AEI/Affiliated Engineers Inc.

Piping: PSJ Engineering

Structural/Site/Civil: GRAEF

Telecommunications: Intelligent Network Solutions

Landscape: Olin Partnership, GRAEF


The Wisconsin Institutes for Discovery (“Discovery”), on the University of Wisconsin campus in Madison, has two owners and houses two major transdisciplinary research organizations. With a concentrated schedule, aggressive goals for sustainability, a paradigm-changing collaborative research model, and an urgent mission to accelerate new knowledge improving human health, the project compelled consideration of alternative modes of project delivery.

Recently honored as R&D Magazine’s 2012 Lab of the Year, Discovery fosters and supports fluid interdisciplinary teaming with social ergonomics strategies and laboratory flexibility. Research now being conducted at Discovery includes systems biology, epigenetics, BIONATES, regenerative medicine, virology, pharmaceutical informatics, and health care systems, environments, and treatment technologies optimization. Discovery systems performance targets a 50% reduction in CO2 emissions and a 50% reduction in water use in building operation, as compared to recently constructed research laboratory buildings elsewhere on the campus.

The lab spaces of the 300,000-sq-ft Discovery building are organized in a nonlinear concentric pod configuration, creating thermal buffers and optimizing daylighting. Highly reconfigurable plug-and-play utilities accommodate lab modification and support the sustainability-related objective of a 100-year building. Technologies and strategies to reduce energy consumption include exhaust heat recovery, chilled beam, LED task lighting, daylight harvesting, geosource heat exchange, hybrid natural ventilation, and solar generation of domestic hot water. An integrated system of building controls and automation monitors and records the energy- and water-efficiency of the facility, tracking the use of water and of energy for lighting, heating, cooling, ventilation, equipment, and plug load at the building and individual lab levels.

The owner briefly considered a fast-track approach given the project’s accelerated schedule but realized that fast-tracking alone wouldn’t require the extent of team collaboration needed to successfully execute the functionally intricate, large-scale, sustainability-focused design. With its basis of shared risk and reward, integrated project delivery (IPD) was seen as the best way to establish a collaborative culture among owners, designers, and builders for the duration of the project, and as most effectively translating the expenditure of resources into owner value.

In a conventional project delivery, the designer and builder contract individually with the owner, effectively creating jurisdictional boundaries. The Discovery project team developed its integrated project agreement (IPA) in negotiations including owners (a single owners’ representative/project manager), designers, and builders. The parties established and agreed to honor operational protocols optimizing coordination, transparency, and accountability. The team adopted a target value approach, agreeing to design to a set budget rather than pricing a developing design at a series of project milestones and eliminating elements exceeding the owner’s budget. This would require ongoing cost estimating, beginning with establishing the target value, thus including the CM/GC and subcontractors in very early design participation. A project contingency fund was established to cover unanticipated developments impacting project scope. This safety net provided change management and covered mistakes, failures of coordination, and workmanship issues.

The CM/GC joined six trades to their contract, replacing their hard bid contingencies with incentives distributed at three points in the project, with potential distribution down to the craft level. As the project timeline illustrates, the IPA wasn’t completed until well into design and at the outset of site preparation. It should be noted that many of the Discovery team members had worked together on previous projects; most had extensive experience with complex collaborative undertakings; they benefited from an experienced, highly effective, and significantly autonomous project manager; and they shared a sincere commitment to the project’s mission. Consequently, the protracted development of the IPA was simply another collaborative exercise, benefitting from an evolving culture of protocols, terminology, trust, and understanding.

The project’s broadly integrated concept development phase convened meetings of “cluster teams” that consisted of owner, designers, and construction representatives, addressing six critical components of the project: site, structure, enclosure, interior construction, lab casework, and MEP/IT. BIM was established as the central design and building tool (the CM/GC was given “right of reliance” on the BIM design models), enhancing collaboration, integrating the project team, and controlling waste by helping the team identify and resolve problems and conflicts early. The team established a “big room” design workshop strategy space in a building adjacent to the project site, to facilitate continuity in information flow.

The Discovery building was conservatively estimated to have been completed a year sooner than would have been possible using a conventional design-bid-build approach. Savings realized from unused “safety net” contingency, the removal of subcontractors’ hard bid contingency, and through the precision of target value design were reinvested in the project to additionally provide within the original target value: all lab fit-out in the facility; expansion in size and capacity of the server farm; the earth heat exchange system, solar generation of domestic hot water, LED task lighting, and systems integration; a TelePresence room; and the RFID system for research project asset management.

While the Discovery project stands as a landmark achievement for all the members of the project team, some lessons were learned. The MEP cluster would have benefited from supplemental subgroups. The prominence of the building’s complex engineered MEP systems (50% of overall project value) resulted in an unwieldy number of participants included in the MEP cluster (30); an ideal cluster team size is eight individuals. Supplementing the respective disciplines with subgroups would have focused and simplified management of these areas throughout the course of the project.



No comments
The Engineers' Choice Awards highlight some of the best new control, instrumentation and automation products as chosen by...
Each year, a panel of Control Engineering editors and industry expert judges select the System Integrator of the Year Award winners.
Control Engineering Leaders Under 40 identifies and gives recognition to young engineers who...
Learn more about methods used to ensure that the integration between the safety system and the process control...
Adding industrial toughness and reliability to Ethernet eGuide
Technological advances like multiple-in-multiple-out (MIMO) transmitting and receiving
Virtualization advice: 4 ways splitting servers can help manufacturing; Efficient motion controls; Fill the brain drain; Learn from the HART Plant of the Year
Two sides to process safety: Combining human and technical factors in your program; Preparing HMI graphics for migrations; Mechatronics and safety; Engineers' Choice Awards
Detecting security breaches: Forensic invenstigations depend on knowing your networks inside and out; Wireless workers; Opening robotic control; Product exclusive: Robust encoders
The Ask Control Engineering blog covers all aspects of automation, including motors, drives, sensors, motion control, machine control, and embedded systems.
Join this ongoing discussion of machine guarding topics, including solutions assessments, regulatory compliance, gap analysis...
News and comments from Control Engineering process industries editor, Peter Welander.
IMS Research, recently acquired by IHS Inc., is a leading independent supplier of market research and consultancy to the global electronics industry.
This is a blog from the trenches – written by engineers who are implementing and upgrading control systems every day across every industry.
Anthony Baker is a fictitious aggregation of experts from Callisto Integration, providing manufacturing consulting and systems integration.
Integrator Guide

Integrator Guide

Search the online Automation Integrator Guide
 

Create New Listing

Visit the System Integrators page to view past winners of Control Engineering's System Integrator of the Year Award and learn how to enter the competition. You will also find more information on system integrators and Control System Integrators Association.

Case Study Database

Case Study Database

Get more exposure for your case study by uploading it to the Control Engineering case study database, where end-users can identify relevant solutions and explore what the experts are doing to effectively implement a variety of technology and productivity related projects.

These case studies provide examples of how knowledgeable solution providers have used technology, processes and people to create effective and successful implementations in real-world situations. Case studies can be completed by filling out a simple online form where you can outline the project title, abstract, and full story in 1500 words or less; upload photos, videos and a logo.

Click here to visit the Case Study Database and upload your case study.