INSIGHTS - Bluebeam, Inc. · Bluebeam PDF Revu, a PDF editor, ... INSIGHTS that buildSM documents, but replacements to parts scattered throughout the request for proposal documents

INSIGHTS

OUR DIFFERENCE IS BUILDING.®

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Managing Documents Through the Life of a Project Using Bluebeam® PDF Revu® By Chad Dorgan, P.E., Ph.D., LEED AP, Vice President Quality and Sustainability, McCarthy Building Companies, Inc. One of the biggest challenges of any construction project is the management of the immense number of documents that are created, processed and managed throughout the project. After originally using Bluebeam PDF Revu, a PDF editor, for improving how we managed the submittal process (verification that proposed construction meets design intent), we realized a much greater opportunity to manage documents electronically throughout the project with this software application. In this white paper, we identify the relevant processes in which documents can be managed much more effectively using Bluebeam, how to improve the management of these documents, and the benefits of changing how you manage your documents. Process Overview When you look at a typical project timeline (see Figure 1), from the contractor’s perspective, the management of documents starts upon the receipt of the request for proposal from the client and continues through providing the owner with operations and maintenance documentation. In between there may be proposal presentation, constructability review, design issue management, site logistics planning, submittal reviews, document version control, document navigation augmentation, progress and schedule documentation, change management, requests for information, and punchlists.

Figure 1: Key Project Document Timeline

For each of these key document processes, there are challenges in managing the documents:

• Proposal Response – for many projects, the original request for proposals is composed of many documents, ranging from the actual request to design documents, background information, contracts, and specifications. These documents can easily fill a conference room table several layers thick in no time. In addition to the massive volume of documents, it becomes further complicated when the owner sends out addendums to the original request – these are not new

Proposal Response

Preconstruction Management

Construction Management

Punchlists

Operations and Maintenance Manuals

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INSIGHTS that buildSM

documents, but replacements to parts scattered throughout the request for proposal documents.

• Preconstruction Management – for a contractor, preconstruction can range from providing constructability input to a design team all the way to managing the design team in a design-build-type project. Regardless of the project type, a significant volume of comments is created by all parties during preconstruction − with the challenge of not just identifying and communicating issues, but also making sure that the issues are properly addressed and resolved.

• Construction Management – similar to preconstruction management, there is an immense number of documents created to identify and resolve issues, along with obtaining approval of construction activities. Two critical documents are submittals and requests for information, where the contractor is asking for feedback from the design team on what they are proposing to use or is answering a question.

• Punchlists – the final turnover of the project to an owner requires that the contractor, design team and owner review the as-constructed work and accept it. During this punchlist process, numerous items that do not meet the contract requirements are identified and must then be addressed by the contractor and subcontractors, not to mention documenting their resolution and final acceptance by the owner and design team.

• Operations and Maintenance Manuals – throughout the construction process, critical documents are collected that are needed for the owner’s operations and maintenance personnel so they can properly do their jobs. Going beyond providing the documents, it is critical to enable quick access to the documents by the operations and maintenance personnel when they need them.

While numerous systems are used to overcome these document challenges, the features and functionality of Bluebeam have allowed McCarthy to gain significant efficiencies, including leveraging of our own internal systems. The following sections expand upon how Bluebeam can be utilized in each phase of a project. Proposal Response Prior to Bluebeam, the typical approach to managing the creation of a proposal required sending copies of the request for proposal and supporting documents, not to mention all subsequent changes to request, to each involved party – the contractor, design team (for design-build projects), subcontractors and consultants. Beyond the expense required to do this, it made accessing the material difficult for the project team, and there was no way to get team members oriented to the documents and what each individual had to do.


With Bluebeam, this all changes as the entire proposal team can access the same documents electronically in PDF, can quickly search and navigate through all the documents, and can assemble the response directly from the request for proposal. See a general proposal document workflow diagram in Figure 2.

Figure 2: A Request For Proposal Document Flow

The following highlights the key activities and how Bluebeam is used to make it all work.

• Request for Proposal Receipt – upon receiving the original request for proposal, a paper copy is converted into a PDF. The PDF files are then organized under a standard file structure. Next is where the power of Bluebeam happens. The documents are reviewed by key staff members and electronically linked using hyperlinks, headings and a master table of contents. This includes the linking of references in drawings, specifications and the actual request for proposal.

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• Issue Identification and Tracking – a critical aspect of responding to a request for proposal is to identify and track critical items the owner is asking for and ensuring these get adequately addressed in the final proposal. This is accomplished by the proposal team using Bluebeam’s Markups list, which tracks all comments in a PDF including the page of the markup, the markup author, the date the markup was made and additional information entered into custom columns. This means that as the documents are reviewed and a critical item is identified and redlined in the request for proposal, the team uses the Markups list feature to flag the issue. This creates a database that allows assignment of the issue to an individual and ensures that the team adequately responds to the issue in its proposal.

• Slipsheet Request for Proposal Changes – it is inevitable on almost all projects that changes to

the original request for proposals arise and have to be addressed. This can range from a couple of pages to a near replacement of the original request for proposal. In the old paper system, each individual would have to figure out what is old and what is new and hope they replaced the right items. Using the Replace Pages feature of Bluebeam, we are able to keep the original document intact, but insert the changes one page at a time. This allows everyone to be able to access the most current documents as well as be able to quickly identify what has been changed.


An additional benefit is that Bluebeam provides an option for replacing the underlying PDF content only, while keep existing markups and hyperlinks intact. Therefore, if a critical item was identified in the original using the markup feature, it is not lost and can be easily updated based on the changes in the request for proposal.

• Proposal Creation – during the creation of the proposal, it is common to take excerpts and diagrams from the original request for proposal and use them to highlight how the project will actually be executed by the contractor. This also includes highlighting the critical issues through highlighting, marking up, and even modifying documents. Bluebeam is used to streamline this process and create the supporting materials for the proposal. By using Bluebeam, you can clearly document how each critical item identified and tracked through the Markups list was addressed. The benefit is that senior level reviewers of the proposal can quickly see what the issue is and how it is being addressed. In addition, this issue resolution documentation can be used as part of the proposal presentation meeting to help the team understand not just “what” is being proposed, but “why”.

Design Management From the contractor’s perspective, accomplishing constructability reviews is the best way to improve the final design. Unfortunately, the current process is very labor intensive and results in limited changes to the design, resulting in significantly greater work during construction for both the designers and contractors through the request for information and change order processes. To streamline the constructability review process, Bluebeam provides the platform to identify, document, track and, ultimately, resolve issues. The following highlights the key activities and how Bluebeam is used to make it all work.

• Constructability Review – upon receiving the design documents from the design team (design, specifications and supporting documents), we review PDF copies of the documents and insert hyperlinks for critical items. This typically includes the drawing index, detail references, sections, and specification references. Doing this provides the entire construction team with a better way to interface with the documents and quickly navigate through the documents without having to hunt for each detail – it is done only once. Further, by having electronic documents, the actual constructability review can be done using such tools as interactive white boards and even digital meetings. This enables better collaboration by the construction team and ultimately better feedback to the design team.

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• Issue Tracking – by using the Markups list feature of Bluebeam, each issue identified by the construction team is captured, organized and assigned to an individual to resolve. The benefit is that all of the comments are captured as the review is being done and can be sent to the design team throughout the review process. In addition, the construction team no longer has to create a big report that has cryptic references to drawings or specification sections. Each comment is linked right to the actual issue that has been marked up with detailed comments added, and the design team can see exactly what the concern is. In addition, the design team can insert its response directly into the issue, providing a history of the resolution – not to mention that the contractor can track unresolved issues.


• New Designs – as the design progresses, the new design can be slipsheeted into the old using the Replace Page feature. This allows for the contractor to maintain the history of the design as well as how their comments were addressed and resolved. This holds the entire team accountable to follow up on the issue, providing the actual construction personnel in the field with a better understanding of any unresolved issues.

Construction Management Once construction starts, there is an immense amount of paperwork generated to get the project built. As there are many great project management systems available that already do a great job at submittal and request for information processing, the question often asked is why even consider Bluebeam when you already have your tools for this? The answer to that question is simple: The current project management systems focus on the processing and documentation of the paperwork, and Bluebeam adds the functionality of marking up and versioning of items. The following highlights how Bluebeam is used to enhance submittal reviews and request for information processing.

• Project Management System Integration – after reviewing McCarthy’s Teamsight™ Project Management System, a critical feature lacking was the collaborative functionality around processing of submittals and requests for information. Therefore, instead of going to a third-party solution, we integrated Bluebeam into Teamsight™. This has provided our people, subcontractors, design team and owners the enhanced functionality of Bluebeam without having to learn a new process or system.

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• Submittal Review – each submittal review requires comparing what the subcontractor is doing with what is required by the contract requirements. For any issue, the submittal needs to be marked up and sent back to the subcontractor for comment. By using Bluebeam’s markup features and versioning, we are able to easily provide these comments and track the changes made by the subcontractor. In addition, we are also able to quickly link to the master design documents or shop drawings to simplify the design team’s review process by giving them a direct link between the submittal and the specification section/drawing page.


• Requests for Information – each request for information is created because the contractor or subcontractor does not understand the intent of the design team. This often requires referencing the design documents and providing a narrative on the question or comment. Bluebeam is used to highlight or capture snapshots of the area of the design document in question as well as provide recommended solutions. The benefit of this approach is that once the design team responds, the solution can be directly linked to the design documents, thus easily maintaining a master set of documents all can rely on.

Punchlists The number of punchlist items on a typical project can easily be several thousand, reaching up to tens of thousands for complex projects. Identifying, tracking and resolving each of these becomes very time-consuming, ultimately impacting the entire project team. Bluebeam’s custom punch tool sets, a library of symbols representing common punch items, and Markups list feature enable the entire project team to use the same source PDFs to track each punchlist item while interfacing graphically through the project plans.

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The following highlights the key activities and how Bluebeam is used to make it all work.

• Documenting – documenting each punchlist item using Bluebeam is as simple as opening the drawing, highlighting an area or item, and entering the narrative; or simpler yet, dragging and dropping a preformatted punchlist item from a library of standard issues. Bluebeam then enters the item into the Markups list, a database that can be exported for further processing and distribution. By using Bluebeam, the individual doing the punchlist can add notes, markup the drawing, and even attach a picture showing the as-built condition. This feature significantly reduces the number of punchlist items created by the design team and owner. We are able to get away from what they thought they were going to get to what the design actually said they will get.

• Resolving – once the punchlists have been completed – this could be for an area, the project, a day, or any other portion − the Bluebeam Markups list can be summarized into a PDF, CSV or XML file and sent to the relevant parties (those assigned the punchlist item) for further processing or filtered/sorted reports provided directly to field crews who are responsible for making corrections.


Operations and Maintenance Manuals At the end of every project, the contractor is required to provide the owner with documentation to help their staff operate and maintain the systems and assemblies of the project. This documentation ranges from manufacturer literature to the as-built drawings to training on the systems and assemblies. Unfortunately, for most operations and maintenance staffs, the documentation is poorly organized, hard to find what is needed during a crisis situation, and unable to maintain as changes are made to the systems and assemblies. In addition, many of the operations and maintenance manuals are in paper format or are unlinked and unsearchable electronic files. By using Bluebeam throughout a project, we are able to properly collect, organize and create effective operations and maintenance manuals for the owner. The following highlights the two primary approaches to the creation of operations and maintenance manuals using Bluebeam.

• Document-Based Manuals – a document-based operations and maintenance manual is one where the design documents are two-dimensional (e.g., paper) and the owner really only requires a simple interface for their staff. In this case, Bluebeam is utilized as the interface by the operations and maintenance personnel for their documentation. This documentation is organized via a table of contents and hyperlinks to enable quick access and navigation to information within the manual.

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A critical feature of the document-based manual is that the contractor works with the operations and maintenance personnel to understand what works for them as to the level of information and how they want to use it. The documentation typically requested includes as-built drawings, original specifications, change orders, shop drawings/submittals, manufacturer installation-operating-maintenance manuals, photographs, and training.


• Model-Based Manuals – a model-based operations and maintenance manual has all of the

information and organization of a document-based manual. However, the primary interface into the manual is not by opening Bluebeam, but by opening a three-dimensional model of the project – typically in Navisworks or a similar program.

The benefit of the model-based interface is that operations and maintenance personnel, not to mention other personnel, can access information on the project via a graphical model and not by a table of contents and two-dimensional drawings. It may be hard to believe, but many people find it hard to read as-built drawings and are much more comfortable walking through three-dimensional virtual models.

Conclusions Bluebeam can be effectively utilized to streamline and enhance the creation, marking up, management, and versioning of PDF copies of documents throughout the life of a project. From the construction contractor’s perspective, this starts at the receipt of the request for proposal from the owner all the way through providing the owner with the operations and maintenance manuals. To successfully utilize Bluebeam for all of these functions, it is critical you understand both your current processes and the true functionality of Bluebeam. This allows you to maximize the use of its functionality as well as maximize the productivity of all project team members.

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About the Author

Chad Dorgan, P.E., Ph.D., LEED AP, is Vice President, Quality and Sustainability at McCarthy Building Companies, Inc. He is based in Newport Beach, CA. Chad received his Ph.D. in Indoor Air Quality from the University of Wisconsin where he also earned his Bachelor of Mechanical Engineering degree. He has 20 years experience in the construction industry, including the last five with McCarthy where he directs the company’s quality and sustainability programs nationwide. He can be reached at [email protected].