Broad Institute | 8th Floor Reorganization
Broad Institute | 8th Floor Reorganization | Cambridge, MA
The reorganization of the 8th floor for the Broad Institute was constructed in a four-phased approach. By phasing the project, the researchers were able to continue normal operations outside of the construction zones.
Client Broad Institute
Design Team Wilson HGA
The scope of work included selective demolition on the 8th floor and the renovation to several lab and/or office areas. The work took place while the rest of the floor remained occupied, with some work taking place within active, occupied spaces as each phase was turned over. Additional scope required renovation work within an occupied lab on the 9th floor.
Virtual Design & Construction
Collaboration was key to delivering this project successfully. With the many moving parts, and the onset of a pandemic, the team was challenged to maintain a seamless delivery. Prior to jumping into MEP coordination for the labs and office spaces, the performed laser scanning to verify existing conditions, as-builts. The scan was integrated into the Building Information Model (BIM) to mitigate clashes and open a dialogue with key trades to have a thorough understanding of the as-built conditions. By examining the existing conditions and verifying the drawings, the team was able to mitigate schedule risk and exposure as the project progressed through each phase.
To keep the project on track, using PlanGrid, DPR’s superintendent, Chris Benham, walked the site with the architect and Owner on a weekly basis to examine the current project status and look ahead to the upcoming activities. Chris would then make note of the items discussed in real time. At the end of the walk, the report was shared with the team. This brought everyone up to speed and provided accountability on what was discussed.
Shutdowns are a critical element of lab facility renovation projects. They are imperative to anticipate and forecast for specific dates. The DPR team met with Broad Institute project team, facilities management team, and end users weekly to review upcoming shutdowns and the 3-week look-ahead schedule of construction activities. With a phased project such as this, these planning meetings were imperative to keeping the active labs operational, mitigate unnecessary interruptions, and eliminate unplanned shutdowns.
Through these efforts the team successfully turned over each phase of construction helping Broad Institute to continue its critical research.