integrated building design – the path to sustainable 2015 10 13 crawley
TRANSCRIPT
Integrated Building Design –The Path to Sustainable, Smart and Efficient Buildings
Drury B. Crawley, Ph.D., FASHRAE, BEMP, FIBPSA, AIABentley Systems, Inc.
13 October 2015Green Business Forum, The Wharton Club of Washington DC
Outline
Defining Integrated Project Delivery / Integrated Building Design
Contrasting IPD vs. traditional building projects
Three successful integrated building projects
Resources for more on IPD/IBD and the projects
Integrated Project Delivery
Integrated Project Delivery (IPD):A project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction.
American Institute of Architects
Key attributes: Highly effective collaboration among the owner, designer and contractor
Commencing at early design and continuing through to project handover
Integrated Building Design
As it relates to green building, an integrated process is a method used for the design and operations of sustainable built environments. What it boils down to is getting everyone who will be involved in the project, from the design phase to construction to the actual day-to-day operations, together right from the start to collaborate.
U S Green Building Council
Lots of buzz wordsIntegrated Project Delivery?Integrated Building Design? Essentially the same:
Integrated Project Delivery is more formalized and usually extends into project handover.
Integrated Building Design is associated with zero/low-energy buildings, sustainability and green concepts
Begin with the end in mind Set and manage progress towards goals All participants involved through project from predesign through project
handover Iterate
Traditional vs Integrated Project Delivery
Traditional Teams
Fragmented, assembled on ‘just-as-needed’ or ‘minimum-necessary’ basis, strongly hierarchical, controlled
Integrated Teams
Integrated team composed of key project stakeholders, assembled early in the project, open, collaborative
American Institute of Architects
Traditional vs Integrated Project Delivery(continued)
Traditional Process
Linear, distinct, segregated; knowledge gathered ‘just-as-needed’; information hoarded; silos of knowledge and expertise
Integrated Process
Concurrent and multi-level; early contributions of knowledge and expertise; information openly shared; stakeholder trust and respect
American Institute of Architects
Traditional vs Integrated Project Delivery(continued)
Traditional Risk
Individually managed, transferred to the greatest extent possible
Integrated Risk
Collectively managed, appropriately shared
American Institute of Architects
Traditional vs Integrated Project Delivery(continued)
Traditional Compensation/Reward
Individually pursued; minimum effort for maximum return; (usually first-cost based)
Integrated Compensation/Reward
Team success tied to project success; value-based
American Institute of Architects
Traditional vs Integrated Project Delivery(continued)
Traditional Communications/ Technology
Paper-based, 2-dimensional, analog
(probably no longer paper-based but still focused on documents not building models)
Integrated Communications/ Technology
Team success tied to project success; value-based
(Computer-based 3-D BIM, parametrics, alternative evaluation, analytics throughout project)
American Institute of Architects
Traditional vs Integrated Project Delivery(continued)
Traditional Agreements
Encourage unilateral effort; allocate and transfer risk; no sharing
Integrated Agreements
Encourage, foster, promote and support multi-lateral open sharing and collaboration; risk sharing
American Institute of Architects
Benefits Owners:
Strengthens project team’s understanding of owner’s desired outcomes Minimized misunderstandings
Builders/contractors: Early involvement results in more constructible, higher quality buildings Resolves issue at design phase rather than in the field – lower likelihood of change
orders
Designers: Accurate budget estimates (from builders) during design Pre-construction resolution of issues/design conflicts at much lower cost and schedule
impact
All: Cost control, increased likelihood of achieving all project goals – schedule, life-cycle
costs, quality and sustainability
American Institute of Architects
Bottom line?
Integrated teams – all stakeholders involved from beginning Must have:
Committed owners Owner’s operators involved Contractor/builders Commissioning agents Designers Consultants
Goals are set in early/pre-design and reviewed regularly Each goal has a champion
Value?
UK’s Office of Government Commerce estimates that savings of up to 30% in the cost of construction can be achieved where integrated team promote continuous improvement over a series of construction projects.
Single projects employing integrated supply teams can achieve savings of 2-10% in the cost of construction.
UK Office of Government Commerce
Three Successful Integrated Projects
RSF Objectives
Critical Safety LEED Platinum Energy Star
Goal 220,000 ft2
800 people 35 kBtu/ft2-yr 100 kW data center Flexible BIM / energy model Complete in 2010
Stretch Net zero energy Most energy efficient building in
world LEED Platinum Plus ASHRAE 90.1 + 50%
Technologies to Get to Zero? Massing (long axis E-W)
Double skin
Daylighting – Shading
Natural Ventilation
Thermal labyrinth
Data center heat recovery
Data center cooling
Modularity
PV
What did they achieve?
LEED Platinum 58 of 69 LEED-NC points Operating at net zero-energy including roof and site mounted PV Energy use: 35.4 kBtu/ft2-yr vs predicted 35.1 kBtu/ft2-yr Peak plug loads of 0.35 W/ft2
vs predicted 0.55 W/ft2
100% of workstations are daylit Peak LPD of 0.3 W/ft2
PV meeting load since July 2011 Workspace for 1300 staff, 360,000 ft2
http://www.nrel.gov/sustainable_nrel/rsf.html
And in 2011, A New Wing for RSF
Objective: 27 kBtu/ft2-y
50% energy cost savings
Assured performance with incentives
Results: 20 kBtu/ft2-y measured
17% more efficient than RSF
5% capital cost savings
Working Towards a Net Zero Micro-Grid
Photovoltaic System
WalgreensEvanston, Illinois
Walgreens Objectives
First net-zero energy retail store in the US
LEED Platinum
Living Building Challenge Net Zero Certification
Open in 14 months – design and construction
What Technologies Did They Use?
Ultra-high-efficiency mechanical and refrigeration system
CO2 refrigerant
Geothermal heat pump
All LED lighting – 0.9 W/ft2
Daylighting, with 5 zones
Natural ventilation with operable windows
Building automation
850 solar panels (220,000 kWh annually)
Two wind turbines
How did they do? 40% less energy than conventional
store
Model for future stores and remodels
First year they were 15% short –corrective actions made
Bullit CenterSeattle, Washington
Bullit Center Objectives
Greenest building in the world Meet all requirements of the Living Building Challenge:
Net-zero energy
Net-zero water
Non-toxic materials
Increased functional ecosystem area
Enhance human health
Contribute to social equity
Emphasize beauty
Integrated Building Design Living laboratory
What Features Did They Incorporate?
EUI of 16 kBtu/ft2-yr Triple-glazed, low-e, operable
windows (natural ventilation) Daylighting for all occupants Rainwater harvesting, vortex,
ceramic filters and UV treatment for potable water
Composting toilets Durability – structure designed
for 250-year life Local and safe materials Ground-source heating pump Solar canopy (242 kW) covers
roof and provides overhangs No net energy or water cost to
tenants
What did they achieve?
Living Building Challenge Certified
LEED Platinum
Operating at net-zero energy and water
Resources
American Institute of Architects. 2007. Integrated Project Delivery: A Guide. Washington, DC. http://www.aia.org/aiaucmp/groups/aia/documents/pdf/aiab083423.pdf
US Green Building Council. 2014. Green Building 101: What is an integrated process? http://www.usgbc.org/articles/green-building-101-what-integrated-process
UK Office of Government Commerce. 2007. Achieving Excellence in Construction Procurement Guides. London, England. http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/ppm_documents_construction.asp
National Renewable Energy Laboratory Research Support Facility http://www.nrel.gov/sustainable_nrel/rsf.html
Walgreens Net-Zero Energy Retail Store http://news.walgreens.com/presskits/net-zero-store.htm
Bullit Center http://www.bullittcenter.org/
How-To Guide for Energy-Performance-Based Procurement https://buildingdata.energy.gov/cbrd/energy_based_acquisition/
Cost Control Strategies for Zero Energy Buildings https://buildingdata.energy.gov/cbrd/resource/1655
Achieving Excellence in Construction Procurement Guides Achieving Excellence Guide 1 - Initiative into Action Achieving Excellence Guide 2 - Project Organisation Achieving Excellence Guide 3 - Project Procurement Lifecycle Achieving Excellence Guide 4 - Risk and Value Management Achieving Excellence Guide 5 - The Integrated Project Team Achieving Excellence Guide 6 - Procurement and Contract Strategies Achieving Excellence Guide 7 - Whole-Life costing Achieving Excellence Guide 8 - Improving Performance Achieving Excellence Guide 9 - Design Quality Achieving Excellence Guide 10 - Through Health and Safety Achieving Excellence Guide 11 - Sustainability
Summary
Significant improvements in building cost, performance and quality can be achieved through Integrated Building Design
Requires a team working together towards common goals and reward throughout the entire project
Analytics and technology play a large role but communications and relationships are key
Many resources available achieving integrated project delivery
