Bidding the Project and Selecting the Team
Minichi bid on the project because of its scheduling, scope, and location. While the project involved a typical small bridge replacement, the introduction of digital delivery and its application to bidding and construction intrigued the firm. “If this is the future, why not jump into the pool right now? If the digital delivery aspect of this project gave us a competitive edge because other contractors may not have wanted to participate, why not go for it?” Stepanski said.
Stepanski notes that the most complex part of the process was becoming familiar with the digital delivery methodology. “Initially, we felt some confusion and panic. Yet, when we started into the files using Bentley View, we soon found our way around the models and gathered enough data to successfully bid the project. We also had ample time between the award and construction to vet the digital delivery process and work out any issues,” he said. Minichi based their choice of subcontractors and fabricators based on their experience with design-build projects. The firm chose Tom Norton as their superintendent for his technical expertise and experience with similar projects.
To utilize the digital delivery process, Minichi invested in new hardware and software, including an iPad and a high-powered laptop. Based on conversations with Bentley, Baker, and PennDOT’s Digital Delivery team, the firm used SYNCHRO Control for laptops and SYNCHRO Field for iPads. During the construction phase, in cooperation with PennDOT, they also acquired a large monitor.
Applying the Lessons Learned
Reflecting on the project, Stepanski emphasized the importance of communication and teamwork. “The collaboration was very successful. PennDOT hosted regular in-person training sessions at the beginning of the project. Further, Pat Krajewski, PennDOT’s IIC, brought everything together. He conducted virtual bi-weekly progress/schedule meetings with the entire team. Everyone had their say, brought up issues, and it worked out fine,” he said. “The next time we do a digital delivery project, we can use what we learned from this one. From the bidding aspect, I know my way around the system a little more after experiencing the project from start to finish, so would do some things differently. From a construction standpoint, I don’t think there’s too much we would change. The entire team did a great job,” Stepanski said.
Stepanski shared his desire for a SYNCHRO system that can annotate detail, mark up the model, and print and save changes. “The internet is not readily available everywhere and we need to be able to take the model and travel with it, especially when using SYNCHRO Control,” he said.
He also advised considering the needs of smaller subcontractors and suppliers. “Wherever the digital delivery process goes, don’t forget the small subs and suppliers that don’t have the resources to navigate the system without specialized equipment and training. There are extraordinarily knowledgeable people in construction that may not be as technically astute as digital delivery requires,” he concluded.
