While this was DPR’s first digital project in the region, it reflects a growing movement toward complete digitization among DPR projects. Photos by Jim Hobart, Macbeth Photography
Owner benefits of the team’s use of technology included transparency of information and savings in both schedule and cost. Photos by Jim Hobart, Macbeth Photography

Digital Project Resonates with Technology-Driven Owner

Team’s use of technology for better coordination and efficiency helps save owner time and money on new headquarters project despite challenging, swampy Florida terrain

Team Players

CUSTOMER: The building is owned by SWAMP 1, and Carley Corporation is currently the sole tenant. Carley creates technology products that are used for training systems, simulations, courseware, software and electronic classrooms. For its new headquarters, Carley considered its Orlando employees from four separate lased spaces into the new facility to accommodate a strong growth in demand for its products and services.

ARCHITECT: Farmer Architecture


  • DPR completed construction in late 2013 on Carley Corporation’s 80,000-sq.-ft. headquarters in Orlando’s Central Florida Research Park.
  • While this was DPR’s first project in Florida to be managed completely digitally, in the last few years, digital projects have become a growing trend in DPR projects around the country (in the Bay Area, Phoenix and Austin, for example).
  • A major challenge included working over a complex muck site on the swampy terrain.

As a company that develops training and technology solutions, Carley Corporation is well aware of the value of digitization. When DPR promised to deliver a digital project in the new construction of Carley’s 80,000-sq.-ft. headquarters in Orlando, FL, Carley’s Chief Information Officer Jeremy Good was optimistic that the approach would be streamlined, efficient and transparent. His optimism proved well-founded.

“We had a very successful project,” Good said. “When DPR said they were going to run this whole job electronically, I thought, a lot of companies say that; they don’t really do it,” he added. “But in this case, it was true.”


Though the building is owned by SWAMP 1, Carley is currently the sole tenant and worked with the SWAMP 1 team from design onwards. Completed in late 2013, the project was DPR’s first for SWAMP 1 and represents DPR’s first digital project in Florida, meaning it was completely digitally managed.

“There was a huge time savings in being able to go in, pull up a document on my tablet and do a quick a review of something without having to physically pull everybody together into a room to look at blueprints on a table,” said Good. “We had access to everything, and that transparency was very helpful.”


One goal was to maximize the use of digital technology to drive cost and schedule savings. The team primarily collaborated through the cloud, which also facilitated digital turnover and archiving.

“All of our submittals and shop drawing reviews were done through the cloud,” said DPR’s Kali Bonnell. “It really helped streamline the process by allowing us to cut down time on submittal review. We also got the closeout documents done before we even turned the building over to the owner.”

The team used the following tools to help improve workflow:

  • BIM 360 Glue on iPads in the field;
  • cloud storage of all digital documents;
  • laser scanning of the steel for the precast work;
  • lean tools, including the Last Planner System™ and “stand and deliver” sessions.

The team delivered additional value to the owner through unique approaches to unexpected challenges.

For example, a large muck pit more than 25 feet deep on site proved more complex than expected, requiring a geo-mat, or below-grade foundation waterproofing. Several weeks after installation of the geo-mat, the fill was penetrated with ground water and shifting. It required re-engineering, and the team determined that more import fill was required. DPR sloped the east parking area to allow an additional two-foot grade increase. Despite that sizeable challenge, the team effectively resolved the issue, maintained the schedule and ultimately delivered the overall project under budget, according to Good.

“DPR worked with everyone involved to find creative solutions that were also very practical to the bottom line,” Good said. “We came in under budget overall, and I have to credit the DPR team with being heavily involved, if not the primary driver, behind many of those savings.”