Emerging Technologies for Construction Delivery (2007)

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59 Digital technologies are encroaching swiftly upon the con- struction industry. We are beyond the time where the technol- ogy exists but there is no experienced practical application, because there are now applications of these tools that a decade ago would have sounded extreme. Newspaper, magazine, and academic journals have documented successful implementa- tions of the technologies described in this report. In 2005, the transportation industry sponsored a team-led study of the use of these technologies adopted by the private commercial build- ing industry. One of the implications of the study’s findings, and certainly a conclusion formed from the literature search for this study, is that 3D (and other multi-dimensional) model- ing is a process that is here to stay (Friedland 2005). The rate of the industry’s adoption may be in question, but the benefits of using this technology are not. Like many new technologies, its proper use requires a shift in the prevailing methods of con- ducting business. Multi-dimensional modeling can serve a constructed facil- ity throughout its entire life cycle, from design through decommission. Beginning with the facility’s conceptual de- sign, alternate building systems, methods, and materials can be simulated in what-if scenarios with minimal effort or re- quirement of time. 3D modeling allows users to develop the project virtually before the physical construction begins and resources are extended. By these iterations of simulated build- ing, users can identify and correct mistakes and oversights before they actually occur. At groundbreaking, 3D terrain models and GIS mapping can assist in the design and planning phases. Bidding phases can be shortened because the sharing of digital models eliminates the requirement of quantity take-off (a process of reverse engineering the design draw- ings). Developers can use this initial 3D digital model for construction purposes through use in project layout and machine-guided grading operations. As developers build the site work, they can append the model with work progress quantities for owner payment purposes and as-built documen- tation. The technologies studied in this report are tools to add information to these life-cycle models. HHCs, temperature sensors, maturity meters, web cameras, and GPS receivers are specific tools now available that can input and retrieve data from the project model. By use of these interactive tools, the access and input of model data, especially through wireless networks, is termed the “connected” or “smart” jobsite. The digital modeling concept is not reserved for terrain and site work. Users can model any facility or its components with the ensuing benefits as has been proven in the vertical construction industry. Application in the transportation realm would encompass earthwork, paving, bridge, and subsurface facilities. The models could be encompassing or separated. For this process to work efficiently, sharing of the model’s data is paramount. All of the project stakeholders require data from the model for differing purposes and at differing times throughout the facility’s life. This is where the paradigm shifts are required. Contractors, vendors, subcontractors, util- ity representatives, and the like require earlier involvement in the design and planning processes. For constructability and simulation purposes, all need access to the model and its data. To owners, the impact will be more cost-efficient projects overall, with increased costs in the earlier phases of the facil- ity life cycle (design and planning). Throughout the life of the facility, users can add information to the model and access information from the model. Based on what the literature search revealed, it appears that owners will have to drive the process. In all of the case study’s collected, it was the owner who mandated and specified that the project delivery method would involve 3D digital model- ing. This appears to be an opportunity for the transportation construction industry to take a lead in the development of this project delivery methodology and to save project costs and duration as a result. It would also be a conclusion that use of VR would find more applications in the transportation indus- try than other construction industry segments. VR tools enable the user to experience the constructed facility as early as the design phase. In an industry that is rightly concerned with the comfort and benefit of the traveling public, the ability to sit in a virtual car and experience the results of the facility’s design decisions is fantastic. For all of these components to merge together, a great deal of knowledge and technology transfer must occur as reflected in this study’s survey. In NCHRP Synthesis of Highway Practice 355, Harder and Benke (2005) state that: Technology transfer is defined as the activity leading to the adop- tion of a new-to-the-user product or procedure by any user or group of users. New-to-the-user means any improvement over existing technologies or processes and not only a recent invention or research result. Technology transfer includes research results implementation and product or process deployment. Activities leading to the adoption of innovations can include knowledge transfer, training, and education, demonstrations and showcases, communications and marketing efforts, and technical assistance. CHAPTER EIGHT ANTICIPATED DEVELOPMENTS

In addition, in this transportation context, technology transfer includes the complex process of change, a comprehensive achievement dealing with cultural as well as technical issues. Successful technology transfer occurs when the following factors are present: • There is a push of technology into a user environment. • There is a champion associated with the research and technology transfer effort. • Pilots and demonstrations allow hands-on learning. • Senior management support attracts attention, leads by example, and gives guidance to the effort. • Early involvement of the user allows early resolution of problems and prepares the user for fully embracing the innovation. • There is a technology transfer or implementation plan to identify strategies and tactics. • Qualified people are in lead roles. • Partnerships leverage resources and attract the right participants. • There is progress monitoring and committed funding. • There is a focus area for technology transfer efforts. • Emphasis is on marketing and communications. • Benefits of the technology meet users’ needs. In the course of performing this study two categories of actions were noted. Technology transfer agents and their organizations tended to encourage others to adopt or apply innovations that would benefit a potential user; in essence, “pushing” the technology out into the transportation commu- nity for it to be used. At other times, organizations or their technology transfer agents sought technologies or innova- tions to apply to specific problems or, in essence, pulling the technology into the agency for use. The top three needs of state DOTs were: (1) more time to perform technology transfer, (2) additional funding, and (3) technology transfer training. State DOTs believe they could use training in the processes of technology transfer. Local Technical Assistance Program (LTAP) centers consider tech- nology transfer training as one of their lowest-ranked needs, most likely because the centers see these skills as existing strengths and do not place a priority on further enhancing these skills in place of addressing other more pressing needs. The LTAP centers consider additional funding as the single most important need. The other needs cited by more than half of the LTAP respondents are greater management support for technology transfer, more trained staff, greater access to tech- nical expertise, and assistance for management and adminis- trative responsibilities associated with technology transfer. A number of state DOTs and LTAP centers reported needs in the areas of management and administrative processes 60 associated with making others aware of and encouraging oth- ers to use innovations. These are listed here in order of the rated need for each state DOT and LTAP/Tribal Technical Assistance Program (TTAP) center: • State DOTs – Implementation plans – Evaluation and assessment procedures – Executive briefing models. • LTAP/TTAP centers – Evaluation and assessment procedures – Executive briefing models – Marketing plans. For state DOTs, additional funding, added time for con- ducting technology transfer, and greater senior management support are the three most frequently mentioned areas of need when pulling promising technologies into the organiza- tion (Harder and Benke 2005). Additionally, Zimmerman et al. in NCHRP Synthesis of Highway Practice 296 (2001) stated that: State DOTs often face critical skill shortages and staff training needs that are only exacerbated by the proliferation of the new I/C [information and communication] technologies. To benefit from these new I/C technologies, state and local transportation agencies must either retrain existing staff to upgrade their engi- neering and management skills or hire new staff with the requi- site skills. The case studies illustrated that outsourcing, use of consultants, personal computer “seat management,” and hiring bonuses are just some of the management tools that state DOTs are using to address staff shortages. These studies indicate that one of the largest barriers to im- plementation of these technologies is that of technology trans- fer, training, and education. In the case of the technologies in this study, the greatest need appears to be advertisement in the benefits of use, followed by education and training in the implementation of the technologies. Specific implementation and use training is required in the following disciplines: • 3D design • 3D data extraction and interoperability with other soft- ware applications • 4D CAD modeling • Setup of networked jobsites • GPS surveying and mapping • GPS stakeless grading • Use of HHCs and related software applications • Data exchange with HHCs • Portland cement concrete maturity method and temper- ature tracking • Use of remote project web cameras for contract documentation.

61 Anticipated future technological developments include tools for monitoring, guiding, and coordinating construction equipment and robots, ultrasonic and optical systems. Finally, the increased concern over privacy, intellectual property, and security will expand the use of Digital Rights Management in networks and software. Who will “own” legally or in a liability sense the digital model or the data it contains? Will all who need be granted access? If the model contains legal documents will they be authenticated by digi- tal signatures?