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Mark Rolfe: Thank you, LaToya. Good afternoon, everyone. LaToya, I wanted to first start off by thanking you for inviting Connecticut, the DOT here, to share experiences with digital modeling on our major projects here in New Haven. So, today's presentation, I'm going to give you a quick overview of what we're doing with 3D modeling across the department. I'm going to discuss 3D modeling here in the Q Bridge program, and then talk about how it's been used to benefit, and I've asked John to do that. But speaking to our department-wide modeling efforts, Connecticut DOT is increasingly using digital modeling across a broad spectrum of projects. We're using Bentley software, which is capable of providing dynamic views to generate true-to-life details that automatically change as the design changes. Additionally, we're updating our design deliverables to include submission of a geospatially- correct 3D model that will be provided to our contractors for use building the project. Let me give you a quick overview of our program. This is in oblique aerial view of the Q Bridge program area in New Haven. It's a 7.2-mile reconstruction program. It's about 2 billion dollars in construction value. This is the centerpiece of it. Obviously we can't show all 7.2 miles. In the background is the Q Bridge, the Pearl Harbor Memorial Bridge. It's an extradosed cable structure that when complete will be ten lanes wide. In the foreground is the interchange of Interstate 95 and 91, and State Route 34. Those are three limited- access highways. It involves the construction of 18 new bridges, 12 highway ramps, and the removal of 21 existing bridges, all while maintaining in excess of 150 thousand vehicles every day. The starting point for any 3D model is existing condition, and this is a rendering of what we had on the Q corridor before we started. And of course this is leading to the final condition, and this is what the project will look like when we're done. I should say our project started highway construction activity in 2004. We're approaching 85 percent complete now. We're looking forward to an on-time completion in 2016. As with any simulation, the process is the existing condition disappears as the final condition appears, and this will be the final condition. There are a wide range of benefits with 3D and 4D modeling, and some of it was touched on by our colleagues in Wisconsin. Some of the more important areas are enhancing collaboration. It allows for cooperation and communication among all the team players. All project team members and stakeholders will see a single integrated view of the project in the construction staging, thus facilitating better understanding of the project and the project intent. It allows for and facilitates better communication with stakeholders. It allows all stakeholders to see a consistent and gain a visual understanding of what the project comprises early in the planning phase, right through construction. And then the last thing I'd like to mention, it allows for increased safety and potentially reduces risk. The 3D or 4D model can act as a QA/QC mechanism to reduce plan conflicts, find errors and clashes before construction begins, and we'll talk a little bit about more of some of those as we go on. This is a program collaboration diagram, something that we thought was very useful, because it illustrates the shared data of the digital model. It describes the two-way workflow between the owner, the contractor and the designer. User benefits are applicable to the roles and responsibilities of each stakeholder. We've found that the needs to be a shared asset that validates each party's understanding of the project as you move along. How do we get started? Well, when we were conducting the design review - when I see we, it's us on the construction side of the business - the Interchange project was extremely complex. As I mentioned, we had 12 construction phases, all those structures, all those turning roadways and all that traffic. We were struggling with the review of such a massive project because of the complex sequencing and a mix of traffic schemes. So in order to gain a better understanding of the work, we initiated the digital model, created the digital model. What did that do for us? Well, it helped us to validate the design, the traffic schemes that were depicted and the staged construction schemes were all valid and buildable. It helped us to identify possible conflicts prior to advertising the work, and it helped us reduce risk because we could look very closely at the interfaces and dependencies between the adjacent bridge construction project with the interchange project that was being advertised. The model also was provided to the bidders for the interchange to give them a better understanding and our interpretation of the work involved in the project. Like has been described before, these major projects involve more than a thousand plan sheets and scheduling activities that might be five thousand or more activities. So any tool that can provide a better level of understanding is going to be valuable to all the project participants. So let's talk about how the model was built. We started - looking at the upper left in the slide - we started with some survey data, from which was produced some two-dimensional CAD files. We added surfaces to those to create 3D images - that's in the lower left. To the 3D image that was created, we added ground terrain through the DTM, Digital Terrain Model. We used satellite imagery to provide geospatial orientation, and we added local context imaging to give a sense of place to the model that we created, and the outcome of that was a 3D model. So, adding the fourth element, the time element, involved the introduction of a CPM schedule. So in order to accomplish this, the 3D model needed to be tied to the CPM schedule. This was done element by element, and in fact, this task had to be done twice: first with our planning schedule developed during design, and later with the contractor's CPM schedule, developed after the award of the contract. There were over five thousand schedule activities, and each schedule activities needed to be tied to a project element. How do we bring it all together? All of the various data and information sources were combined using a software product called Navisworks. Navisworks acts as a platform to house various file types, 3D geometry files and schedule files, and also allows them to communicate with one another. I should note that Navisworks is an Autodesk product. Bentley has a similar product called Navigator, and I'm told that they both work with multiple file types. So adding detail to the model. This illustration - I'm going to start at the bottom, the line on the bottom, which is the element components. On the left side you'll see the pier shown as a single component; on the right side you can see it as seven objects. So combining the two, you can either show the pier being constructed as one unit, or broken down. Up on the top, you can see a sequence of construction, and here we're using color to depict the various stages of component construction, with each color representing a different phase, from rebar to forming to stripping to a completed pier. When you pull it all together, this is the model that you see, and the link is established between the 3D geometry and time, creating a 4D simulation that shows what construction activity is taking place at a particular moment in time, where on the project site this activity is located, and what is the duration of this activity. So Michael, if you could go ahead and start the video there. This is a video of -

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Then there's an interval of reoccurrence, to where if they don't correct the issue during the cure period, this is basically when they're assessed additional points on top of the initial points that they were assessed. So it's kind of - basically it's an encouragement for them, if there's an issue, to basically get out there and try to fix it as much as they can, or else they will keep getting dinged for points. So each point that they have has a financial impact, and once they lost it it's gone forever; it's not like they can get it back. So out of their availability payment or milestone payments, these noncompliance points, if they build up, they're basically leaving money on the table. So when things are happening, they really have the incentive to correct them very quickly or basically lose out. Now, granted, we don't anticipate this ever happening, but if they get a certain number - encroach upon a certain number of points, that can basically lead to default of the development entity. So hopefully we don't ever want to get there, but that sort of language and flexibility for the Department is built into the contract. Another sort of kind of incentive, or I guess disincentive, for the contractor - essentially there is kind of a liquidated damages situation, where for unavailability events - so calendar kind of restrictions - you can't close bridges during a school season, things like that, or detours - we have a limited number of days which they can detour a bridge, depending on the features of it - 75-day, 110-day I think is the maximum - and then lane closures. So essentially we have a minimum number of lanes that they're required to keep open, and if they don't do that, then again they get kind of these liquidated damages assessed to them as well. So in the next slide we'll talk about just the handback. So the design and construction phase, it's only anticipated - I think they're anticipating on being complete by December 31, 2017. At the final acceptance of each individual bridge, the Department really takes over the maintenance of kind of some of these typical items assigned - the delineator line painting, vegetation, etcetera. And so there are two cases for what the development entity is handing back to the Department. So there's what's referred to as Early Handback, so you have seeding and trees and all the growth established after one year. So that's kind of typical, where you have your warranty of vegetation along the right-of-way or whatever the contractor is doing. Then additionally you have flexible pavements. So, for example, on the approaches or maybe even on top of the structure - is going to be handed back in five years, and when it's handed back it must meet the five-year warranty conditions. So the Department has obviously standard publications for addressing the severity of cracking or other undesirable material performance that they need to follow during that five-year warranty period. And so when they hand it back, if it doesn't meet what the requirements are, they have to go and fix it before they hand it back. So the second condition there is the handback at the end of the term. So after the 28 years, as Bryan mentioned earlier, they're really required to maintain a minimum MBIS condition rating of 7 throughout the term, so that's what it must be when they hand it back. Well, there's a little disclaimer there where it's got to be in MBIS Condition 7 for 98 percent of all the bridges at the end of the term, and then a condition rating of 6 for the remainder of the 2 percent. So that's just a little bit of flexibility in there, and that was really built in there more for just flexibility. 2ff7e9595c