One of the more notable ramifications is the role and the evolution of VDC (virtual design and construction), which is dramatically evolving to meet these new needs and opportunities. Consequently, VDC professionals are becoming far more important and strategic contributors to hospital projects\u2019 overall planning, innovation, and outcomes.<\/p>\n
One of the most notable changes is the timing, continuity, and duration of VDC team involvement. \u201cPreviously, VDC professionals were not necessarily viewed as integral members of a project team,\u201d said Brett Edmondson, vice president with JE Dunn Construction, \u201cbut that has changed dramatically in today\u2019s environment.\u201d Hospital project teams are consistently leveraging VDC professionals as early as the pursuit stage and continuing throughout the entire project lifecycle. And unlike the early days of VDC, teams are now leveraging their expertise for far more than periodic coordination of certain components and clash detection. \u201cThe earlier VDC is involved, the faster we can creatively address challenges and prevent issues from materializing in the field, and the smarter we can be with our schedule, budget, and logistics plans,\u201d advised Edmondson.<\/p>\n
Similarly, VDC team members are no longer waiting for construction documents to be released to get engaged. Their early involvement is especially critical for projects using design-assist delivery since they facilitate early collaboration and ensure coordination with each trade partner, helping bridge the gaps in understanding between each party \u2013 design, construction, and trade partners. \u201cAs complex as these facilities are becoming, I couldn\u2019t imagine leading any hospital project, especially a design-assist project, without a strong VDC lead on the team from day one,\u201d said Jeff Wherry, healthcare senior project manager with JE Dunn. \u201cEarly involvement is imperative, and the value they contribute is tremendous.\u201d<\/p>\n
Projects incorporating significant levels of offsite prefabrication also benefit from early and consistent VDC leadership. \u201cVDC paves the way for better prefabrication planning and execution by helping identify which parts of a job make sense to prefab and enhancing the overall schedule,\u201d said Edmondson. These types of projects require coordinating with the end in mind. Rather than just coordinating all the aspects of a component \u2013 like exterior skin, underground electrical duct banks, patient room bathrooms, headwalls, footwalls, sinkwalls and multi-trade MEP racks for patient rooms and corridors – so they fit well together, VDC professionals must also think about the full lifecycle of a component, including how it is built in the warehouse, stored, transported, and installed on the jobsite.<\/p>\n
Optimizing Technological Advances<\/strong> Combined with mobile devices, this accessibility allows team members to leverage VDC\u2019s models much more frequently on the jobsite and in meetings. \u201cThe ability to use augmented reality allows us to compare what is being built in the field to the model, easily and in real time,\u201d pointed out Wherry. \u201cThe additional layers of quality control resulting from these advances in technology are invaluable for ensuring high-quality results.\u201d<\/p>\n Leveraging VDC\u2019s tools to better visualize countless aspects of the project is further contributing to the function\u2019s overall contributions. \u201c4D schedules \u2013 tying the 3D model to the project schedule \u2013 are having a major impact on our projects,\u201d said Edmondson. \u201cFor example, we are reviewing 4D steel models in installation meetings to visually illustrate logistics, install and erection sequencing, constraints and critical milestones for the new 12-story, 300-bed Women\u2019s & Children\u2019s Hospital at University Hospital in San Antonio, Texas.\u201d<\/p>\n Today\u2019s Skills for Success<\/strong> \u201cHow a VDC leader thinks is also an important asset,\u201d observed Wherry. \u201cFirst of all, they need to be systems thinkers, realizing how each piece of a project or structure could impact another at any point in time. And they also need to be creative thinkers who can empathize with a team\u2019s struggles and help find innovative solutions to those challenges,\u201d he said.<\/p>\n Strong VDC leaders also know how to align with the project team\u2019s goals, challenges and overall \u201coperations mindset.\u201d No two projects are the same, and the best VDC leaders strategically and intentionally identify ways to integrate themselves into the team and provide value.<\/p>\n Looking Ahead<\/strong> The industry will also see more opportunities to utilize virtual solutions. For example, \u201cTwo-dimensional plans and schedules are gradually going to be replaced with more 3- and 4-D versions,\u201d added Wherry. He also anticipates tools like virtual mockups will be used more often, in lieu of physical mockups, helping the team with visualization as well as improved cost-control.<\/p>\n While no one can predict exactly what the future holds, an openness to adapt along with the technology and the business needs will be a critical success factor for everyone involved. \u201cAs hospitals grow more complex and schedules accelerate, the ability to work more collaboratively, proactively, and efficiently is an absolute must,\u201d shared Oravetz. \u201cThe future is brightest for those of us willing to embrace these changes every step of the way.\u201d<\/p>\n
\nTechnology changes are also influencing VDC\u2019s evolution. For example, the ability to collaborate through cloud-based file-sharing is dramatically improving alignment and collaboration. \u201cHaving everyone working on the same platform, and therefore, the same page at the beginning of the project, makes for much less of a transition from design to construction,\u201d said Edmondson. \u201cThe phases and partners are more seamlessly integrated, and the overall process of sharing and updating files and models is much more efficient.\u201d<\/p>\n
\nAs the role of VDC evolves, so does the necessary skill set. Today\u2019s VDC professionals must have more than just technical skills and healthcare construction means and methods knowledge. Because of their significant role in collaboration and coordination, they must also have excellent people skills, including communication and facilitation capabilities, plus the ability to bring out the best from diverse teams. \u201cA good VDC leader doesn\u2019t have to have all the answers, but they do need to empower team members to speak up and understand how to pull the best solutions and plans from each person,\u201d said Kara Oravetz, healthcare senior project engineer with JE Dunn. With the growing need to accelerate project schedules, they must also be adept at quickly gaining buy-in and accountability from all parties.<\/p>\n
\nVDC\u2019s importance and value will certainly continue growing, and the role will also continue changing. \u201cI think it will become more common to have VDC working on the hospital\u2019s campus alongside the team, instead of working in the models remotely from a company office,\u201d said Edmondson.<\/p>\n