C+S January 2021 Vol. 7 Issue 1 (web)

C+S January 2021 Vol. 7 Issue 1 (web)

Project Management for AEC Professionals Virtual Seminar

STARTING JANUARY 6, 2021

ABOUT THIS VIRTUAL SEMINAR PROJECT MANAGEMENT FOR AEC PROFESSIONALS - VIRTUAL SEMINAR PRICE: $699 THIS VIRTUAL SEMINAR WILL BEGIN ON JANUARY 6, 2021 A new training for project managers led by a panel of three experts backed by a ton of research on how to best train project managers to be more effective and efficient. Each team member brings their own unique experiences and skillset to project teams. Effectively leveraging the talents of your team can optimize team effectiveness. Project Management for AEC Professionals provides people-focused, science-driven practical skills to help project leaders harness the power of their team. By addressing the most important aspects of any project – the people – this course will provide practical tech- niques that can be immediately implemented for a positive impact on any AEC team or business. AEC Professionals are extensively trained on technical skills and less so on how to manage a team. However, with rapidly evolving technology, increasing fee pressure, multi-generational teams, and many other challenges, effective team leadership in project environments has proven to be the key to thriving in the high-pressure AEC environment. These challenges, coupled with the fact that project managers are often left to learn on the job, leaves new and seasoned leaders left to use a trial and error style team leadership that is prone to missteps. Each decision made can impact profit, risk, and client-relationships. This course will take the guesswork out of leading your team and develop project leaders who are equipped with practical, science-backed skills to empower their teams to achieve and surpass their goals. This virtual seminar has SOLD OUT for the last three sessions, so REGISTER NOW! LEARN MORE

REGISTER NOW

PAST ATTENDEE FEEDBACK: • 94% of attendees would recommend this course to other Project Managers. • 97% of attendees state that the skills learned in this course will help them to better lead their team. • 96% of attendees state that the course helped them develop skills to be a more effective Project Manager. • “Probably the best project management course I’ve taken.” • “The single best PM course I’ve taken (and I’ve taken many). It was focused, on-topic, and applicable.”

VIEW ALL ONLINE LEARNING OPPORTUNITIES

Zweig Group is an approved provider by the American Institute of Architects (AIA).

CONTENTS

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THE COVER Holding Their Own – story on page 10

CHANNELS STRUCTURES + BUILDINGS 12 Bradley Plaza Green Alley 14 Hudson Commons: Historic Foundation Meets Modern Engineering in an Innovative Manhattan Overbuild 18 Determining the Right Monitoring System for the Project 20 Stormwater Drainage for Emergency Field Hospital Construction 22 Reopening Buildings After a Shutdown 23 How Retaining Walls Provide A Structural Advantage To Your Project 24 Army Corps helps USMA West Point cadets prepare for what comes next TRANSPORTATION + INFRASTRUCTURE 27 Ready to Roll WATER + STORMWATER 30 Rebuilding of Paradise Counts on HDPE PIPE 32 Land & Water Completes Colchester Hospital Project 34 COVID-19 Presents a Complex Problem for Water Providers 35 The Challenges and Opportunities of Water in Fast Growing Houston BUSINESS NEWS 37 London’s Changing: What does Lower Occupancy Mean for the Future of Commercial Buildings? 38 Increasing Quality and Speed: The Critical Role of Streamlined Submittals in Complex Construction Projects 40 Professional Development During the COVID-19 Pandemic SURVEYING 41 GPR for Utility Locating Offers Safety, Efficiency, and Revenue Benefits 42 Scanning for Property Management

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departments 8 Events 40 Reader Index Columns 5 The Structures

Chad Clinehens 6 Combating “Stupidity” and Decentralization Phil Keil

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VOLUME 7 ISSUE 1 csengineermag.com

publisher Chad Clinehens, P.E. | 479.856.6097 | [email protected] media director Christy Zweig | 479.445.7564 | [email protected] Production & circulation manager Anna Finley | 479.435.6850 | [email protected] ART director Maisie Johnson | 417.572.4561 | [email protected] Editor Luke Carothers | [email protected]

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Civil + Structural Engineer (ISSN 23726717) is published monthly by Zweig Group, 1200 North College Avenue, Fayetteville, AR 72703. Telephone: 800.466.6275. Copyright© 2020, Zweig Group. Articles not be reproduced in whole or in part without the written permission of the publisher. Opinions expressed in this publication are not necessarily those of Zweig Group. Unsolicited manuscripts will not be returned unless accompanied by a stamped, self-addressed envelope. Subscriptions: Annual digital subscription is free. To subscribe or update your subscription information, please visit our website www.csengineermag.com/ subscribe/ or call 800.466.6275.

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S t r u c t u r a l E n g i n e e r s A x i o m # 7 Structural Engineers Axiom #7

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T H E P RO F E S S I O N A L ’ S C H O I C E S I N C E 1 9 2 3

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from the publisher

This month we focus on structures and buildings. As we kick off 2021, it is timely to focus on a specific area of this genre, our office buildings. For the majority of us who have spent their careers in an office building, 2020 was an extraordinary year. 2021 may be an even more extraordinary year as many firms will finally have to decide what the long-term office solution looks like. Many firms have spent the majority of 2020 in a variety of work scenarios. Talking with AEC firm leaders, some had 0 percent of their workforce in the office, and others had 100 percent. Firms with multiple office locations had a great deal of variability across offices. Regardless of where you and your firm fell on the spectrum, you are probably facing some decisions in 2021 that will shape what the office of your future will look like long-term. Office space design has evolved since the 18th century, when dedicated office buildings emerged. From open floor plans to walled offices, functionality of offices has changed dramatically over the ages. The development of the elevator and of steel frame construction rapidly evolved office building design and fueled taller buildings that could house multiple companies. Open spaces with modular furniture grew in popularity in the 90s. My first office was in an open space with modular offices made out of plywood. The walls were about 7 feet high in a room with 15 foot ceilings. I thought it was pointless as the height of the walls cut off light from being transmitted while allowing the sounds from the room to be a distraction. The open floor plan of the last 20 years has become much more open with little of any dividers between people. This design was fueled by an interest in increased collaboration. Like any design approach, it had its support- ers and critics. You can find studies on the internet that both prove and dis-prove the merits of about any office design approach. Regardless of what your office design is, the important thing to note is that these spaces are your home away from home. We spent a lot of time in these spaces, or at least we did prior to 2020. So as we put 2020 in the rearview mirror, we have to recognize that we have some decisions in the trunk that we must carry into 2021 and be prepared to handle in the months ahead. Probably the biggest for many firms is, once the virus is no longer an issue, what are the expectations for being in the office that we will apply in a post-COVID world? Most companies are still living in a world of exceptions, where working in the office is optional or even allowed has many office buildings dark. What does a return to the office look like? There are many theories on this – from new space designs that include a return to more walled offices and larger spaces between employees, to a permanent work from home policy for many staff to a “hoteling” system where groups of people cycle in and out of the office. Regardless of how your company chooses to dictate the future of work in your firm, we can all agree that office space and buildings are about to have the biggest shakeup of all time. The “quantum evolution” of flexibility that was forced on us in 2020 has many benefits. As an industry, AEC was behind most other industries in adopting a more flexible work structure. I’ve worked with many leaders who still believe the “butts in seats” is the only way to ensure a productive and efficient workforce. Many of those leaders were proven wrong in 2020 when the pivot to work from home for the majority of their staff affected the firm very little, with many firms actually reporting higher productivity and efficiency. Recent figures from Q3 & Q4 of 2020 show that 67 percent of AEC firms have changed their policies to allow any employee to work remote or telecommute at any time with a median of 70 percent (or av - erage of 63 percent) of a firm’s workforce now working remotely. This survey also found that can firms report up to 90 percent of their workforce (medians) can effectively telecommute / work remotely. Link: https://www. zweiggroup.com/publications/covid-19-response/ Going forward, you are going to have to think very hard about your work environment and what works best for you as an individual and as a firm. Those two may not align. Leaders have a tough job ahead. Figuring out who must work in the office and who doesn’t is one part of it. The other is what the office environment needs to look like, if any different from before. These decisions will affect office space design, property leases, IT investments, recruiting and retention tactics, marketing, business development, project management, and the list goes on. We live in an extraordinary time where we can document the evolution of the office building and space over the past three centuries with future generations seeing a big blip that happened in that crazy year 2020. What the blip looks like will be defined by you and your firm. The future of work in AEC is exciting to me because I hope that we can take this forced flexibility and hold onto it going forward while dreaming big about what the office space of the future can look like.

The structures Chad Clinehens

CHAD CLINEHENS, P.E., is Zweig Group’s president and CEO. Contact him at [email protected].

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elicits a larger conversation around organizational theory in which I hope to expand throughout 2021, but in the remaining space I have left in this article, let’s see if I can give you, the reader, a better understanding of the components required. I also welcome debate on the premise as it may not be as self-evident from the events in 2020 and the projected near-term future as I may think. In order for a firm to pursue a decentralization strategy, it needs to be able to do a few things well. I covered one of them already in the training and development of the entire organization— treating everyone as a vital and valuable component of a larger system. Another is teamwork with its fundamental precepts being trust and communication. One person is a simply ill-equipped to succeed compared to a well-functioning team of two. Now think about if that two becomes four. It is simply not a linear expansion of impact and capability, but exponential. Without coordination and cooperation between teams, the organization is doomed to fail. The next, is a clear vision. Your teams need a simple and clear goal that everyone is working towards. It isn’t a how, but a why. Communication is key both up and down the chain of command, so it is important that we focus on the simplicity of the message. The next important component is the ability to prioritize and execute on tasks. A painful lesson that many firms learned this year is that they were focused on too many things and implemented very little of their strategic plans as a result. If a team tries to accomplish too many things at once, they will likely accomplish nothing. Utilizing these key components allows an organization to decentralize in such a way that really makes a firm come to life and accomplish some amazing things. It allows for everyone to step up and become a leader. Ask yourself, if you were CEO of your firm, “What if each division leader clearly knew what your intent was and what you wanted each team to accomplish and they took the initiative to accomplish that intent?” That would make your job as CEO fairly easy. Now, that requires your communication to be simple and clear and simultaneously requires the division leaders to feel empowered enough to make things happen so that they will step up and lead. This has to be imbedded into the culture of your firm. Finally, two additional components are needed to make this strategy work, accountability and balance. Everyone needs to feel ownership, not make excuses, or blame anyone or anything else when problems occur. Leaders also need to be balanced. For example, you can’t talk too much or too little, you also cannot be overly assertive, etc. As I come to a conclusion, I would like to touch on one final thing that many leaders struggle with yet is required for a decentralized structure. That is delegation of authority. Leaders must push tasks and authorities down to their subordinate leaders and so on. It is only when you have delegated all actions that you can truly lead strategically. It is impossible to do so when you are busy trying to manage less significant tasks that could be handled by others. This doesn’t mean you should be trying to do nothing. In fact, from time to time, you should be willing to do the most awful job and get your hands dirty. It will clearly display your humility and increase your team’s respect for you. That is all I have to share to start out the year. Let me know if this reflection is something that resonates with you and how we might help you put these ideas into practice within your own organization.

Combating “Stupidity” and Decentralization Phil Keil

As we wrap up 2020 and enter into the new year, it is often a time of reflection and contemplation. I always encourage others to take this time when things are usually slower to look back on the lessons that have been learned and look forward towards the triumphs that are yet to be won. There is much to celebrate even while the year has been a difficult one. We’ve learned that our organizations need to be more agile and adaptable, our vision clearer. We need everyone to understand the purpose we are building towards, and that everyone is valuable. We’ve also learned that there is never a better time to develop ourselves and our people than now. It can be difficult to look at ourselves and our firms clearly and admit that change needs to occur. Therefore, as we enter this new year with much hope and anticipation, let us empower those around us and work towards a more decentralized structure within our workplace. Admittedly, I have at least one thing to get off of my chest before entering the new year. It is something I hope that we leave behind. I’ve had too many discussions with leaders that feel like their people cannot understand certain concepts and ideas. It is certainly phrased in a myriad of ways, but the bottom line essentially boils down to two things. Either “my people are too stupid to understand”, or “they are not ready.” It makes me want to simply say, “stop treating people like they are stupid.” Now, I submit that everything has a time and place, but the mentality being so pervasive within our space is troubling. I doubt, that when pressed, any leader would truly say this is how they feel, but if this is the takeaway I have, you can be certain that the people they lead feel the same implication. Exposure to advanced concepts, principals, and ideas in the way our business operates, how things fit together, and what we are building towards is long to be understood to be beneficial to an individual’s career. It is also been shown that the higher the average intelligence (business, emotional, etc.) of the people whose summation comprises an organization, the more successful that entity is. The reticence in sharing information or concepts simply astounds me given these precepts. So, without elaborating any further, I’d like to leave this negativity behind us in 2020, as you reflect on your performance this past year, let’s recognize that we can do a better job moving forward. I encourage you to take those moments in your career or while mentoring others to simply find the opportunity to learn/teach the more advanced concepts that we all know would make us more successful. Even if you or your people cannot put everything into practice at a particular moment, allow the time for growth and a recognition of concepts that we must be aware of. It will allow the performance of the firm to be elevated substantially. Now onto the second premise, which the first helps us to facilitate. That is the decentralization of structure within our firm to allow for a more agile, adaptable, and counterintuitively unified organization. This certainly

PHIL KEIL is director of Strategy Consulting, Zweig Group. Contact him at [email protected].

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events + virtual Events

january 2021

lines. The design parameters are applicable to guyed and self-supporting structures using a variety of foundations, including concrete caissons, steel piling, and direct embedment. https://collaborate.asce.org/integratedstructures/sei-standards The Collaborative Network for Engineering and Computing Diversity (C o NECD) january 24-28 The vision of the CoNECD (pronounced, “connected”) Conference is to provide a forum for exploring current research and practices to enhance diversity and inclusion of all underrepresented populations in the engineering and computing professions including gender identity and expression, race and ethnicity, disability, veterans, LGBTQ+, 1st generation, and socio-economic status. https://sites.google.com/a/vt.edu/conecd/home?authuser=0 ASCE values the involvement and ideas of early career professionals and sees its younger members as the future of the Society. Younger Members help shape the profession at all levels. As members and leaders of Sections, Branches and Younger Member groups they support one another by providing individual and group resources; opportunities for professional and leadership development; community service and advocacy; and social and professional networking. If you are a student, we have a section for you too. https://www.asce.org/younger_members/ Mobile connectivity is a key enabler for drone operations including BVLOS flights over people, night flights and more. This session will explore technology solutions that are advancing UTM and enabling the future of new applications while ensuring the safe integration of drones in the NAS. Speakers: Tom Brittingham, Sales Engineer - Skyward, A Verizon company Greg Belaus - Network Infrastructure, Elevate, Uber Eszter Kovacs - Acting Secretary General of GUTMA Registration: Registration is free for all attendees. https://www.auvsi.org/events/webinars/5g-wireless-connectivity- unmanned-systems younger member week 2021 january 25-29 5G Wireless Connectivity for Unmanned Systems january 27 ICCAE2021: InternationalConferenceonCivilSocietyandArchitectural Engineering january 28-29 – New york, Ny International Conference on Civil Society andArchitectural Engineering aims to bring together leading academic scientists, researchers, and research scholars to exchange and share their experiences and research results on all aspects of Civil Society and Architectural Engineering. It also provides a premier interdisciplinary platform for researchers, practitioners and educators to present and discuss the most recent innovations, trends, and concerns as well as practical challenges encountered and solutions adopted in the fields of Civil Society and Architectural Engineering.

ICBC 2021 : International Conference on Building Cracks january 7-8 – tokyo, Japan International Conference on Building Cracks aims to bring together leading academic scientists, researchers, and research scholars to exchange and share their experiences and research results on all aspects of Building Cracks. It also provides a premier interdisciplinary platform for researchers, practitioners and educators to present and discuss the most recent innovations, trends, and concerns as well as practical challenges encountered and solutions adopted in the fields of Building Cracks. https://panel.waset.org/events/2021/01/tokyo/ICBC International Conference on Analysis and Design of Protective Structures january 11-12 – singapore International Conference on Analysis and Design of Protective Structures aims to bring together leading academic scientists, researchers and research scholars to exchange and share their experiences and research results on all aspects of Analysis and Design of Protective Structures. It also provides a premier interdisciplinary platform for researchers, practitioners, and educators to present and discuss the most recent innovations, trends, and concerns as well as practical challenges encountered and solutions adopted in the fields of Analysis and Design of Protective Structures. https://waset.org/analysis-and-design-of-protective-structures- conference-in-january-2021-in-singapore USING INERTIAL AND POSITION MEASUREMENTS IN TESTING AND SURVEY PROJECTS – BRIDGING THE GAP BETWEEN AUTONOMOUS VEHICLE DEVELOPMENT OxTS Inertial Navigation Systems are used throughout the world to provide autonomous vehicle testing engineers and surveyors with highly accurate, absolute position and orientation measurements. These measurements help users realize cm-level surveying and testing accuracy, while at the same time increasing repeatability. But how do these two industries dovetail when it comes to using this information? Join NavtechGPS and OxTS as we discuss “Using inertial measurements in testing and survey projects – bridging the INS gap between autonomous vehicle development and survey.” Speakers: Paris Austin, Business Manager, Survey & Mapping, OxTS Franck Boynton, VP and CTO, NavtechGPS. https://www.auvsi.org/events/webinars/using-inertial-and-position- measurements-testing-and-survey-projects-%E2%80%93-bridging-gap ASCE/SEI 48 – Design of Steel Transmission Pole Structures january 21 The primary reference for structural engineers and construction managers involved in designing and building electrical transmission lines — provides a uniform basis for the design, detailing, fabrication, testing, assembly, and erection of steel tubular structures for electrical transmission poles. These guidelines apply to cold-formed single- and multi-pole tubular steel structures that support overhead transmission AND SURVEY january 14

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september 2021 Commercial UAV Expo Americas september 7-9 – las vegas, nv

https://waset.org/civil-society-and-architectural-engineering- conference-in-january-2021-in-new-york March 2021

Commercial UAV Expo Americas 2021 is where the commercial drone community gathers to learn, connect, and drive the industry forward. In addition to content about new opportunities and challenges the industry is facing due to COVID-19, industries covered include Construction; Drone Delivery; Energy & Utilities; Forestry & Agriculture; Infrastructure & Transportation; Mining & Aggregates; Public Safety & Emergency Services; Security; and Surveying & Mapping. It is presented by Commercial UAV News and organized by Diversified Communications. https://www.expouav.com/ on demand Chasing specific business applications to solve a unique challenge used to be the answer to one problem, except as the technology stack grows, so does the disjointedness. This problem introduces more >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44

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