Project overview
Customer:
W.M. Jordan
Ferguson services used:
- Virtual Design and Construction (VDC)
- New Initiatives Division
Location:
Charleston, SC
Challenge:
Unknown variables and existing conditions for a multifamily development site—combined with a truncated schedule and pending construction on adjacent parcels—required an innovative approach to ensure success.
Solution:
Partnering with Ferguson resulted in reduced construction costs, less rework, fewer requests for information (RFI) and change orders, better cost control, streamlined material selection, earlier material cost analysis and increased supply chain visibility.
Ferguson advantages:
- Working with Ferguson to model all the utilities accurate to code, practice, field and cost
- Including a 2D takeoff or quality takeoff in the initial pass, where Ferguson reviewed local specs and drawings and ran through all the civil drawings to build a list of materials for the project, per specification
- Identifying and addressing all low-hanging RFIs before 3D modeling
- Implementing a weekly cadenced findings meeting to promote asking questions and sharing data across teams
Background
This large-scale project included four parcels totaling 8.98 acres and eight three- and four-story multifamily residential buildings with 320 apartments total. It also included two one-story amenity buildings, a clubhouse, a leasing office and more.
The project required not only phased demo of existing water, storm, sewer and fiber optic, but also new water, storm, sewer and electrical. In addition, everything needed to be expertly coordinated with services for an ongoing project on an adjacent parcel.
Project scope
The site sat on the old Charleston Battery Soccer Field (MUSC Health Stadium), which created unknown variables. Existing utilities needed to be removed and new, more sophisticated systems needed to be phased in.
Further complicating the project, the Gantt chart for an infrastructure project on an adjacent parcel overlapped W.M. Jordan’s new site construction.
W.M. Jordan’s team needed an innovative approach to control project variables and manage the challenging existing conditions, truncated time schedule and pending construction on the adjacent parcel.
Method
W.M. Jordan decided to work with the Ferguson New Initiatives Division to develop a civil infrastructure modeling (CIM) project execution plan and to create a 3D model with the Ferguson VDC.
The initial pass of drawings included a “2D takeoff” or “quantity takeoff,” where we reviewed local specs and drawings, running through all the civil drawings and services to build a list of materials for the project, to specification, right down to bolts and gasket packs. It was important to address any low-hanging RFIs before we moved into 3D modeling.
As the teams were making their own internal observations, asking questions and sharing data, it became apparent that sharing information across teams was critical to success. We implemented a weekly cadence of findings meetings, which later became a more classic meeting to coordinate BIM/MEP and resolve clashes.
The solution: Ferguson Waterworks
The Ferguson team was able to find design issues that could have added about $1.8 million in construction delays to the Nowell Creek project. W.M. Jordan said that knowing the conditions in relation to foundations and future utilities allowed them to add clarifications in the contract to protect them from delays and costs.
This partnership reduced construction costs, rework, RFIs and change orders and delivered better cost control, streamlined material selection, earlier material cost analysis and increased supply chain visibility.
See how we can help you complete your next successful project at ferguson.com/strategicinfrastructure.