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Visualization for Project Development (2006)

Chapter: Chapter Three - Case Studies

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Suggested Citation:"Chapter Three - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2006. Visualization for Project Development. Washington, DC: The National Academies Press. doi: 10.17226/13986.
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Suggested Citation:"Chapter Three - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2006. Visualization for Project Development. Washington, DC: The National Academies Press. doi: 10.17226/13986.
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Suggested Citation:"Chapter Three - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2006. Visualization for Project Development. Washington, DC: The National Academies Press. doi: 10.17226/13986.
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Suggested Citation:"Chapter Three - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2006. Visualization for Project Development. Washington, DC: The National Academies Press. doi: 10.17226/13986.
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Suggested Citation:"Chapter Three - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2006. Visualization for Project Development. Washington, DC: The National Academies Press. doi: 10.17226/13986.
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Suggested Citation:"Chapter Three - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2006. Visualization for Project Development. Washington, DC: The National Academies Press. doi: 10.17226/13986.
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Suggested Citation:"Chapter Three - Case Studies." National Academies of Sciences, Engineering, and Medicine. 2006. Visualization for Project Development. Washington, DC: The National Academies Press. doi: 10.17226/13986.
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16 This chapter details case studies from several transportation and governmental agencies, consultants, manufacturers, and other agencies. These case studies focus on why visualiza- tion has been used, how it has been applied, and what the lessons learned from its use are. CASE STUDY 1: UTAH DEPARTMENT OF TRANSPORTATION Contact: Engineering Technology Support Manager for IT Utah Department of Transportation 4501 So. 2700 West Salt Lake City, UT 84119-0100 Organization The use of visualization technologies is overseen by a group of engineering technology support (ETS) personnel, includ- ing four individuals who have visualization experience. The visual team is actually part of the overall information tech- nology (IT)/CADD group (which has nine people) for UDOT. Although the ETS personnel do not yet have a for- mal business plan, guidelines, or job titles for visualization, the group is actively completing a variety of visualization projects and conducting research and development on the technology. Why the Need for Visualization at UDOT? The ETS group is highly motivated to use visual technolo- gies and is driven by a combination of in-house directives and requests from UDOT’s project managers. The primary purpose of generating visuals has been for public involve- ment projects where there are controversial issues and where decisions with significant ramifications need to be made. Unless the visualization project is completed as an in-house research project, the need for visuals is directly linked to the project manager. The group has been recognized throughout UDOT for generating visuals. Project managers regularly consult with the group on whether or not visuals should be used on their projects. However, there is no formal procedure in place for a project manager to use when determining if visuals are needed for their projects. Implementation Plan Research and Development The UDOT visual team, recognizing the value of visualiza- tion technologies, has for the past 10 years researched and implemented its use within design projects (see Figure 21). A requirement for all research is the compatibility of visual tools with UDOT’s primary CADD application, Micro- Station. Currently, there are no formal research and develop- ment directives at UDOT for visualization. To facilitate the research and development effort, the group’s engineering technology support manager for IT participates on the TRB Task Force on Visualization in Transportation (ABJ95T) (9). This task force has helped to formulate alternatives and keep the group current on visualization technologies. The support manager also relies on hardware and software vendors to keep informed on current and future technologies. UDOT also relies on consultants for visualization support services. To organize a pool of qualified consultants, UDOT submit- ted a request for qualifications, “Standard Requests for Qualifications—Visualization Pool” (see Appendix B). This request for qualifications was authored by the support man- ager and others to properly assess the capabilities and quali- fications of consultants. The ultimate direction of which visual technologies to use is determined by the UDOT ETS group and the project manager. The group regularly creates visuals in the following formats: 2-D and 3-D renderings, photo-simulation, and animation. The past 2 years have seen the UDOT ETS group begin to use virtual reality-based, real-time simulation technologies for its projects. The group would like to see visual tools used more during the design process, specifically using 3-D CADD. The group observes that most visuals are created after important design decisions are made. For example, visuals are requested for a public presentation of previously designed projects. Although visuals are effective in helping to educate the pub- lic, they are an added expense to a project. If 3-D CADD were implemented, visuals would be part of the process from the beginning and would be easier and less costly to produce. There is no ongoing base visualization budget at UDOT. A project level budget is created, and specific visualization hard- ware and software needs are expensed as part of the project. This process is relatively new at UDOT. No longer are there separate budgets for planning, design, construction, and so CHAPTER THREE CASE STUDIES

17 forth. All budgetary issues are now under one budget, the over- all project budget. This has helped in funding visualization projects; eliminating the need to approach each individual dis- cipline for funding requests. The final decision is made by the project manager in consultation with the ETS manager for IT. Because there are no standards or guidelines, the group receives additional support from UDOT’s IT group. When hardware or software requests are made, the IT group uses a matrix developed for CADD to determine purchase, config- uration, and set-up. Internal Approval Process for Visualization Funding and support for visualization research and develop- ment has varied. Although management at UDOT has sup- ported the group in developing visual technologies, each suc- ceeding department manager does have a different policy concerning visualization. Each new manager must educate decision makers and project managers on the value of visu- alization. With no strategic visualization policy or guide- lines, the task of educating has been difficult. Staffing With no officially endorsed, department-wide visualization training procedures, standards, or guidelines, staffing has proven to be a difficult task. Staffing consists of CADD tech- nicians who have an interest in visualization. These staff members are self-motivated and usually assist in the research and development process. Because visualization is still in the technology adoption phase, there are no formal training courses for the CADD tech- nicians at UDOT. In-house mentoring is achieved when indi- viduals attend seminars on specific applications and projects. The staff also relies on its software vendors for education on the latest techniques for CADD visualization. The group is proposing to incorporate 3-D CADD into the department and is receiving some resistance from CADD technicians who would be required to learn it. This resistance is partly the result of the difficulty of learning 3-D CADD and partly the result of the additional design time required for the project. Visualization Benefits UDOT has measured dramatic cost and productivity savings when visualization is used on projects. The support manager conservatively projects a 15:1 return on investment when using visual tools. The reduced change orders, construction cost savings, and more efficient use of materials that resulted from use of visu- alization were tracked while designing the Virgin River Arch Bridge project near the communities of Hurricane and La Verkin, Utah (Figures 22 and 23) (10). Along with improved design and cost savings, the visuals produced for the public pre- sentations helped secure the project approval. The support manager is confident that as more projects use 3-D design, the return on investment might exceed 30:1. This support manager stated that The principles that we discovered during this process led us to believe that the value of 3-D design and visualization were not just as tools for large, very complex projects, but that it would bring us significant value on almost every project (10). CASE STUDY 2: CALIFORNIA DEPARTMENT OF TRANSPORTATION Contact: Chief, TASAS Branch California DOT Division of Traffic Operations MS-36 1120 N Street Sacramento, CA 95814 FIGURE 21 UDOT visual technologies web page. (Courtesy: Utah DOT.) FIGURE 22 Virgin River Arch Bridge, early test rendering.

Organization Caltrans, like many DOTs, is organized into separate regions, or districts. California has 12 districts, each operating inde- pendently from the others. Visualization services apply the same structure to its purposes and uses as well. The result of this organization is that Caltrans currently does not have a cohesive and uniform visualization group or policy for the agency. Despite their independence, districts normally pro- vide services (including visualization) to other districts, pri- marily for engineering services. Some districts are much more active in the use of visualization because of population densities and volumes of active projects. Currently, each district is promoting the use of visual tools in various forms and disciplines. Some districts will use visual tools immediately on projects, whereas others only react to a given project. Particular focus for the use of visu- alization has been given to the landscape architecture and structure architecture disciplines. Informally, visual mem- bers from some of the districts meet annually and discuss how each has been using the technology. In the 1960s, Caltrans initially mandated an offering of visuals to projects for public awareness and approvals. By the mid-1970s, visualization was being incorporated into the environmental process. Initial visuals were physical models and hand renderings. Visuals were predominantly used by landscape architects to help with aesthetics. In the late 1980s, Caltrans began using computers for CADD and graphics. Ini- tially, during the transition from paper to CADD, Caltrans attempted to centralize the support. This attempt was not suc- cessful and subsequently led to the organization that is in place today. In the mid-1990s, the bridge architecture group had eight people creating CADD and related visuals. At the time, only one staff member was considered proficient in the field of visualization. This visualization group focused solely on visuals for the bridge architects and engineers and steadily improved its skill sets with visualization. The group remains in operation. Why the Need for Visualization at Caltrans? The public ultimately drives the needs for visuals at Caltrans. Visuals are created primarily for public presentations and in-house meetings. For the most part, 3-D renderings, photo- simulations, and 2-D graphics are created for these presenta- tions. The use of computer animation is infrequent and not considered a strength of the group. Project managers are the other source of demand for visu- alization. The visual groups will work closely with the project manager to determine what types of visuals are needed, how many are needed, and so forth. Projects that are large and high- profile, controversial, or having significant environmental impacts usually require visuals. Implementation Plan Research and Development There are no formalized research and development programs at any of the districts within Caltrans. Research is determined by lead technicians within each group. These lead technicians inform the other staff members through in-house training and mentoring. Because of the nature of these lead technicians’ workflow, which is very busy, it is difficult to find time to conduct research. Approximately 95% of all production schedules are within 1 week. These schedules for visualiza- tion are very fast. Another factor is limited budgets that have cut training, conference attendance, and professional associ- ation attendance. Another avenue for research and development is the use of vendors. When specific needs are required, Caltrans will also bring in its hardware and software vendors to make pre- sentations on potential solutions. Internal Approval Process for Visualization The project managers are responsible for the use of visual tools. There is no formal budget for hardware, software, or staff-hours. These issues are all absorbed within the overall project budget. Caltrans computer budgets for the past few years have been very tight, with limited funding for visual- ization tools. The groups use workstations and applications that are not current—in some cases, the systems are 3–4 years old. The older software applications and hardware systems have helped to restrict the development of visual- ization. On larger projects, some visual tools can be pur- chased and absorbed into the project budget; however, these projects are the exception. The Caltrans IT depart- ment is approaching support globally, not for niche services 18 FIGURE 23 Virgin River Arch Bridge, final rendering.

19 such as visualization. Therefore, unique hardware and soft- ware requisitions usually are not approved. This approach is causing a disconnect between the visual groups and IT, which leads to further inefficiencies. Because there are no formal standards or guidelines, each project determines what visual applications and standards will be used. Staffing There are no formalized job descriptions for visualization technicians at Caltrans. Alternative titles with special classi- fications, such as bridge assistant or associate, are given. Staffing primarily comes through the CADD ranks. New hires (primarily college graduates) are made, and they are the ones who are pushing the use for newer technologies. It is hard to keep these new hires, because they eventually take jobs with consultants. The workflow process involves the senior-level person—for example, the chief of that particular discipline—negotiating with a project manager to complete a visualization project. In turn, the senior-level person men- tors and manages junior-level people who create the visuals. Projects that require advanced uses of visualization, such as animation and simulation, are completed by consultants when requested by project managers. There are no formal training classes for visualization. Instead, periodic seminars and classes are offered for particu- lar software applications. People attend these sessions and then pass down the information to other members within the group. Visualization Benefits Production Improvements Visuals have improved the public involvement process and added credibility to the design process. Its usage has dramat- ically increased over the past 2 years. Because every large design project in California is controversial, visuals are used to help the project manager and stakeholders properly con- vey the design. For example, during the planning and design phase of the San Francisco–Oakland Bay Bridge project, the District 4 director stated that visuals helped to ensure that the public bought into the high-profile and complex project and that the design team was designing it properly (Figure 24). Caltrans needed to design a structure that met strict seismic guidelines and be visually appealing to the stakeholders and public, who wanted a streamlined and elegant look- ing bridge. Visuals improved the communication process between the various resource agencies, engineers, and stake- holders during the design. The final design met all the engi- neering criteria and visually appealed to stakeholders and the public. The director stated that visuals are considered for every Caltrans project. Although there is no formal proce- dure in place to implement visualization, the director noted that common sense was generally used by project managers in determining its usage. In the typical process, the project managers approach the in-house groups for visuals. Some groups have established reputations in producing certain types of visuals, such as photo-simulation. The visual groups at Caltrans are striving to add accuracy and credibility to the visuals created for these processes. The land- scape architecture group regularly uses visuals as part of the EIS with the visual impact assessment reports. Although the EIS is traditionally not part of the design process, some of the visuals created for the EIS have affected and changed the design. Little work has been completed using high-end visual tools, such as animation. Some limited 3-D modeling has been completed, but primarily it has been used for digital ter- rain modeling (DTM). The lack of 3-D modeling is linked to limited computer budgets that have generated aging hard- ware and software. 3-D design is still cost-prohibitive. Until Caltrans can reduce the costs associated with 3-D design (e.g., hardware, software, training, and initial increased pro- duction times), such design will continue to not be used in- house. Almost all animation or high-end computer graphics are being completed by consultants. When accepting new assignments, the visual groups have learned to be cautious in attempting new things. The aptitude level of the technicians plays an important role in the selec- tion of the visual tool and output. Productivity Savings The controversial Devil’s Slide Project in San Mateo County successfully used visualization to assist with the design and approvals (see Figures 25 and 26) (11). For the past 50 years, the project has been studied, designed, and redesigned. To help convince the California Coastal Commission to move forward with the project, visuals were required to show how the proposed tunnels would blend into the unique landscapes along the California coast. Critical viewpoints were deter- mined from the EIS, including several tunnel perspectives FIGURE 24 Visuals of the San Francisco–Oakland Bay Bridge.

and maintenance building mitigation. Initially created for understanding and approvals, the visuals (renderings incor- porated into photographs) became part of the design process. Large retaining walls were required for the tunnel entrances and were a serious concern of the California Coastal Commission. Once the initial visuals were created, the commission rejected the design primarily for aesthetic reasons and con- cerns over the portals for the tunnels. Working with the visu- alization technicians and engineers, the Coastal Commission had the design revised to match the surroundings and to pro- vide safer conditions from mud slides. Several versions were then generated with visual tools to convey the modified designs. The project was finally approved and is currently under construction. CASE STUDY 3: MINNESOTA DEPARTMENT OF TRANSPORTATION Contact: Principal Landscape Architect Minnesota DOT Office of Technical Support Mail Stop 686, 395 John Ireland Boulevard St. Paul, MN 55155-1899 20 FIGURE 25 Devil’s Slide Project location graphic, San Mateo County. (Courtesy: Caltrans.)

21 Organization Photo-simulation and computer visualization technology has been an evolving process at Mn/DOT since the mid-1980s. During that time, hand-rendered photo-simulation and 3-D physical models were created by staff within the Landscape Architecture Unit. In the early 1990s, the graphic artist’s skills transitioned to the computer using Adobe PhotoShop 2.0. This 2-D paint-and-composite process, although quick and effective, encountered limitations when needing to sim- ulate detailed structures (walls, ramps, bridges, and so forth) and alignments. As a result of demonstrating the importance of elevating Mn/DOT’s visualization process to 3-D and engineering accurate levels, a Visualization Unit was estab- lished in the mid-1990s with a one-time start-up budget of $250,000. This new centralized unit developed standards, guidelines, and job responsibilities while producing 3-D projects. The Visualization Unit provided a statewide service until 2003, when the group was disbanded because of restructuring during department cutbacks. This cost-cutting measure was partly enacted because there was not a clear cost–benefit analysis in place for the use of visualization technology as a central office function. However, the need for visualization continued as a vital tool on a large number of controversial metro area projects. Recognizing the benefit of having this service within the organization, Mn/DOT’s Metro District absorbed part of the old visualization staff and aligned it with experienced MicroStation modeling staff, forming a strong visualization team with expertise in 2-D, 3-D, and 4-D technology (12). This three-person Mn/DOT team currently uses an eight-processor rendering farm for their animation production. Two other staff members with good visualization expertise are located in the Central Office Landscape Architecture Unit. Many within these Mn/DOT units believe that more investment of time and resources up- front in project development through visualization will save time and money overall, while reducing rework cycles. As one individual stated, “Better design takes time, but poor design usually takes longer.” Why the Need for Visualization? Project managers are the primary users of visualization tech- nology. Their primary needs are for public involvement FIGURE 26 Photo-simulation presentation board Devil’s Slide Project, San Mateo County. (Courtesy: Caltrans.)

issues (an estimated 70% of all visualization work) and the EIS portion of project development. Newer project managers tend to embrace the technology, whereas senior-level project managers often resist it. Most project managers do not have a good perception of the level of effort and time needed to produce visualizations. Another result of using visuals for the public involvement process is the discovery of necessary design revisions and the avoidance of design flaws. Adjustments are presented to the project manager, who addresses them on a case-by-case basis. Implementation Plan The typical workflow has visuals requested by a project man- ager, who consults with the district’s visualization supervi- sor. The Visualization Unit will advise the project manager on which visual tools should be used, how they will be pre- sented, and the schedule needed to complete them. A typical production schedule lasts approximately 4 weeks. CADD data and photography are the basis for all visuals. The district project managers or staff also commonly request smaller visualization projects or tasks from the Central Office Land- scape Architecture Unit. Research and Development There is no formal research and development process at Mn/DOT. However, it does conference with other DOTs such as the NYSDOT for visualization development. There is also some limited support from hardware and software vendors. Many visualization technicians come from univer- sities and art schools that teach various 3-D applications. These individuals are helping to push the advancement of visualization. In the metro district, 90% of all visualization work is produced in-house by the three-person unit. Internal Approval Process for Visualization There is no formal visualization budget at Mn/DOT. Budgets are generated straight from projects that the groups are involved with. It is difficult to analyze visual expenses because they are incorporated into the overall project budget and are not tracked separately. When projects are assigned, the only budgetary concerns are the schedule and the staff- hours needed to accomplish the task. The approval process is through the project manager. Larger projects tend to support more visualization objectives. For the past several years, the Minnesota state budget has been limited for investments in computer technology. Bud- get limitations were one of the reasons for dissolving the cen- tralized group (the intent was to be a cost-saving measure). With limited budgets there has been minimal training. Travel restrictions are in place, so attending out-of-state conferences and seminars is not possible. There is concern that with con- tinued budget constraints the visual groups will not be able to advance the visualization process. Staffing Although all eight Mn/DOT districts have the ability to implement visualization, only a few actually use the tech- nology. The Metro District is the leader. There has also been some visual job sharing between the districts. Staffing is small, with one to three members at each district. Because of the former centralized group, Mn/DOT has visual techni- cians who are versed in advanced 3-D tools such as computer modeling and animation. Mn/DOT has filled this technology gap by promoting CADD technicians who have art back- grounds and are self-motivated to learning applications on their own. The group has determined that although all tech- nicians have a passion for technology, the individuals with art backgrounds make a noticeable difference with the out- comes. As one individual stated, “You cannot force someone to become an artist; at least not a good artist.” The aptitude level of the technician plays an important role in the selection of the visual tool and output. It has been observed in some cases that someone with less aptitude, expertise, and artistic ability does a less than compelling job. Visualization Benefits The most successful uses of visualization continue to be with photo-simulation technology. Mn/DOT believes that this trend will continue for the next few years. Visualiza- tion continues to be a communication tool instead of a design tool. 3-D CADD is not a consideration at this time. The objective for now is to refine the tools already in place by adding more realism into the digital images created (e.g., inserting 3-D traffic and people into the models). The goal of the Metro office and other participating districts is to have visualization be incorporated into the design process. The visualization technician needs to become part of the design group assigned to a project early and contin- uously. There is no current directive to use 3-D design at Mn/DOT. Visualization is being used on larger projects for public involvement and on smaller projects for existing and pro- posed analysis. The St. Croix River Crossing Project is one of the largest projects currently taking place in Minnesota. This $350 million project is attempting to relieve traffic con- gestion and safety problems by providing a new river crossing. To achieve this goal, there is a large stakeholder group (28 different agencies) that needs to review and approve the proposed design. The project involves very sensitive natural and cultural resource concerns. Early in 22

23 the design process it became apparent that the stakehold- ers could not picture the visual impacts that the proposed bridge would have. To address this issue, an additional person was hired by Mn/DOT to help create various ren- derings, photo-simulations, and computer animation to represent the five proposed alternatives (see Figures 27 and 28). The initial purpose of the visuals was to garner support for the project. However, as the production progressed, visualization was used for design purposes, specifically to help assess the bluff impacts on the Minnesota side of the project. The visuals helped to eliminate some of the alter- natives early in the process. The project manager believed that the visuals were beneficial to the project, because otherwise “people look at plan sheets and they cannot FIGURE 27 Project location map for a proposed alternative for the St. Croix crossing. (Courtesy: Mn/DOT.) FIGURE 28 Photo-simulation presentation board for proposed alternative for the St. Croix River crossing. (Courtesy: Mn/DOT).

fully understand what all the lines mean.” He was com- mitted to planning and implementing the visuals, and he believed that visuals would be particularly effective for large design projects. CASE STUDY 4: NEW YORK STATE DEPARTMENT OF TRANSPORTATION Contact: Community Planning, Design, and Communications Manager New York State DOT 1220 Washington Avenue Building 4, Room 214A Albany, NY 12232 Organization In 1993, the NYSDOT had skilled CADD people working in the Office of Engineering. A think tank was formed, and it was decided to pursue computerized renderings of CADD files. The commissioner at the time was very proactive with visual- ization technologies and supported the study of visualization. A test was conducted in 1994 on the Heim Road project located in Buffalo, New York. Renderings were created and used at the project’s public workshops. A visualization survey was conducted at the workshops asking citizens for their opin- ion on the effectiveness of the visuals. Overwhelmingly, visu- als were preferred over traditional plan sets. They were “far easier to understand.” This research project and the subsequent survey led to the commissioner approving the start of a visu- alization section at NYSDOT. In 1995, visualization became operational; a formal group was established that is still in place today. Implementation Plan Staffing Some of the regional offices of NYSDOT have in-house visu- alization capabilities. In addition, NYSDOT has a centralized group of individuals completing visualization projects; how- ever, they do not have any fully established standards or guidelines and are not formally recognized as a group within the DOT. This lack of recognition has created concern, because there is volatility when a group lacks a definitive identity with definitive career paths for its members. This group completes most visualization projects, but not some projects located in the Buffalo and Long Island regions. All advanced visual applications such as animation and simula- tion are produced by this central group. Internal Approval Process for Visualization The project managers are the ultimate users and decision mak- ers for all visualization services at NYSDOT, both in-house and contracted. To assist project managers in the use of visu- alization, the visualization group created a Visualization Proj- ect Workflow document (see Appendix C). This document assists the project managers with understanding the options available, the assets needed, and the workflow to accomplish the task. To augment the project workflow and help project managers focus on the specific visual tools and the final out- put required, the group also created a Visualization Request Form (see Appendix D). The visualization group also established a feedback tool called the Visualization Assessment Form (see Appendix E), which can help justify using visualization and provides guid- ance to the visualization group. These feedback tools have helped to increase the demand for visualization services. The majority of work comes from project managers who have used the visualization group’s services in the past. The Visualization Request Form acts as a performance agreement once the initial meeting and con- sequential “scoping” occur. The criteria for establishing a project’s priority are 1. Degree of complexity; 2. Potential for impact: environmental, economic, etc.; 3. Potential for controversy; 4. New facilities; and 5. Statewide significance. The rating for each criterion is high, moderate, or low. The feedback forms have greatly increased the need for visualization technologies. They have also helped to improve the quality of the product and increased the project man- agers’ satisfaction. The investment, maintenance, and spending habits for the visualization group are part of the overall DOT engi- neering budget, which has a 3-year-long cycle. However, there is no specific budget for visualization. Purchasing and training happen on an as-needed basis only. The visualiza- tion group primarily produces 3-D photo-simulations for public involvement projects. More advanced visual tools such as animation and simulation are not often selected because of the production costs involved (i.e., staff-hours). However, the group is actively creating animation and sim- ulation for multiple projects. Research and Development Visualization research is ongoing as the technology evolves. Most of the research is conducted either by indi- vidual group members on their own initiative or through group members’ associations with other agencies, such as the TRB Task Force on Visualization in Transportation 24

25 (ABJ95T) and the AASHTO Highway Subcommittee on Design (13). Both of these organizations provide invaluable resources for visualization. Visualization Benefits The group has been successfully operating for the past 10 years, just not as an official group but rather as part of the Landscape Architecture division. In 2005/2006, the visual group will be merging with the GIS, Photogramme- try, Survey, and Data Modeling groups to form the Terrain Data Services group. This reorganization should make visu- als a part of the design process. The group will become a centralized technical resource center for specialized 3-D design services. The long-term goal is to have visualization become officially recognized as a design service. To further incorporate visualization into the design process, the visu- alization group would like to see 3-D design adopted as part of the CADD process. With the short-term budgetary con- ditions, it is anticipated that this adoption will not take place for several years. The Latham Traffic Circle in Colonie, New York, was constructed in 1934. A frequent accident site, this old-style, large traffic circle forms an interchange between two busy state highways. Total reconstruction of the circle would have been prohibitively expensive; however, NYSDOT found other ways to improve its safety, including adding new approach signs and pavement markings on all legs of the cir- cle to provide clear paths for negotiating the circle and to minimize driver confusion. The visualization group at NYSDOT did an extensive amount of animation for the traffic circle project. Both the existing and proposed conditions were visually created to depict conflicts within the circle (see Figure 29). NYSDOT incorporated video and animation to show the view from the driver’s perspective for signage and line-of-sight issues. The project was well done, the results from the animation were very effective, and the finished construction turned out as simulated. CASE STUDY 5: FEDERAL HIGHWAY ADMINISTRATION Contact: CADD/Design Visualization Coordinator FHWA 21400 Ridgetop Circle Sterling, VA 20166 Organization FHWA is responsible for ensuring the safety, efficiency, and economy of the nation’s highway transportation system. FHWA oversees all phases of highway policy, planning, research, design, operations, construction, and maintenance. Two principal programs accomplish this task: (1) the Federal-Aid Highway Program, which works with state DOTs to administer the nation’s comprehensive high- way system; and (2) the Federal Lands Highway Program (FLHP), which works with federal land management agen- cies to oversee highway programs and provide transporta- tion engineering services for planning, design, contract administration, and construction of highways and bridges that provide access to or within federally owned lands. The FLHP also provides training, technology deployment, engi- neering services, and products to other customers. Visualization technologies were first implemented at FHWA in the mid-1990s in an effort to help the public better understand designs. Visualization was first established in the Eastern Federal Lands Highway Division (EFLHD) and later expanded to the Central and Western divisions. The design visualization coordinator oversees activity in the EFLHD division; the other two divisions do not have a lead coordina- tor at this time. The design visualization coordinator is the first design visualization specialist in the FLHP. This person is in charge of all design visualization at the EFLHD. Design visualization consists of all graphics, including 3-D and 2-D. The design visualization group resides under the Engineering and Software Support division. Why the Need for Visualization? FHWA has found that visualization technology helps the public better understand projects and helps expedite design decisions, thereby reducing design costs. Visualization tech- nologies are being used from the planning stage to post- construction repairs; however, it is not part of the design process. FIGURE 29 Rendering of Latham Traffic Circle, Colonie, New York, using video and animation to depict existing and proposed conditions. (Courtesy: NYSDOT.)

Implementation Plan Research and Development There is no specific research and development program at FHWA. To enhance FHWA’s research and development resources, the design visualization coordinator is affiliated with the TRB Task Force on Visualization in Transportation (ABJ95T). This individual also consults with CADD ven- dors, but has noted that these vendors have not made design visualization a priority. In an effort to standardize visualization methodologies, FHWA contracted Parsons Brinckerhoff to draft a sim- plified guideline for design visualization. In 2005, this guideline was made available on the FHWA website at http://www.efl.fhwa.dot.gov/manuals/dv/. The purpose of the guide is to introduce visualization tools and innovative practices to the federal lands highway designer so that these techniques and tools will eventually be integrated into most federal lands highway projects whenever there are design issues or communication needs. The guide helps the designer learn to use commonly available software tools to produce visuals that help the designer better understand and communicate designs. Internal Approval Process for Visualization The approval process is determined by the project managers in the Engineering and Software Support division, with con- sultation from the design visualization coordinator. There is no official policy or guidelines for the use of visualization at FHWA. Each of the three divisions’ project managers deter- mines what work should be done and how to approach it. Design visualization is centralized at FHWA, and the design visualization coordinator calculates a yearly budget for this service. Much of this budget is based on the previous year’s activity. There are no standards for budgeting costs for specific projects. Calculations are based primarily on previ- ous experience. Staffing At the EFLHD, the design visualization coordinator has the only division staffed for design visualization. The visual- ization coordinator’s official title is Senior Transportation Specialist/Design Visualization Specialist. This individual is in charge of coordinating design visualization for all departments and other agencies and oversees two techni- cians. Staffing came from departmental transfers from the Preliminary Design Department. In parallel with the design visualization guidelines, training guidelines are being developed. Training is conducted primarily in-house through mentoring. The design visualization coordinator sets a yearly budget for attendance at conferences and sem- inars. This individual also receives vendor-specific training for the applications that are used at FHWA. FHWA cur- rently does not have the same severe budgetary constraints that state DOTs have. Visualization Benefits To date, the most effective visual tool used at FHWA has been photo-simulation, such as that used for the Goshen Creek project (Figure 30). This tool is used primarily because of its low cost and quick production time. The technology is also the most easily understood by project managers and the public. The visualization group completed design visuals for the National Park Service on the Blue Ridge Parkway traffic barrier study. The use of design visualization clearly showed the different aesthetic treatments for the bridge abutments. The National Park Service was enthusiastic about the visu- als, which improved the decision-making and public ap- proval processes for the project. 26 FIGURE 30 Goshen Creek existing conditions (top) and photo- simulation of proposed conditions (bottom). (Courtesy: FHWA.)

27 CASE STUDY 6: FLORIDA DEPARTMENT OF TRANSPORTATION Contact: District Value Engineering Coordinator FDOT District 6 Environmental Management Office 1000 NW 111 Avenue Miami, FL 33172 Organization Visualization technologies are frequently used in FDOT projects. Their use is determined on a case-by-case basis by the project managers for each project. The type and amount of visualization technology use is based on the project manager’s experience with the technology and discussion with various in-house staff, vendors, and consultants. There is no regional visualization division. The FDOT Central Office allows each district to determine how to develop and use visualization. FDOT does not have a centralized strate- gic plan to develop visualization technologies in-house. FDOT District 6 has an on-staff visualization technician, but not a formal district visualization section or directive. CADD applications are being used in-house to create photo- simulation, renderings, and animation. To augment the capabilities of the visualization technician, higher-capacity hardware components have been provided. Typically, these hardware configurations are CADD-based systems with larger hard drives and memory components and include advanced graphic cards. The technician is usually dedicated to a specific project and works with the project manager to determine the type of visual tool used and the production schedule to complete it. Why the Need for Visualization? District 6 typically has several high-profile projects being conducted simultaneously. Because of the volume of these projects, the district must also rely on consultants and vendors to create the visuals required. These projects usually involve a significant amount of public involvement. Visualization technologies are frequently used for public involvement at District 6 and at most other districts within FDOT. District 6 has used a wide variety of visualization applications for public involvement, ranging from computer rendering and animation to multimedia development and virtual reality simulations. Implementation Plan The District 6 value engineering department has recog- nized the importance of using visualization earlier in the project development process. “Value engineering” is the process by which the federal, state, and local highway agencies work to get the best overall project value for the taxpayer. Project management has determined that through the use of visualization technologies within the value engi- neering process, several key goals can be achieved, includ- ing better project understanding, the selection of more effective alternatives, and cost savings. Simply stated, value engineering is an organized application of common sense and technical knowledge directed at finding and eliminating unnecessary costs or adding functions or fea- tures to a project (14). The FDOT value engineering department started using value engineering in the design and construction phases of projects in the 1970s. A few years ago, the department’s dis- trict value engineering coordinators discussed adding another feature to the program, “value added.” This concept caused some initial confusion as to whether to report the additions as negative savings. The issue was resolved by developing a separate tracking function as value added. The consensus was that value engineering was a cost-reduction program, and that program was what was originally tracked. The addition of the new feature helped change the image of value engineering and opened the institutional mindset to accept concepts such as “value in advance,” which is the potential to move value engineering into the planning phase where hard cost estimates are not as readily available. The potential for improving the value of a project in the early stages has always been recognized, and the department’s management believed that this potential improvement could now be made on corridor projects. Thus, a planning-level project was selected to explore this new approach. Value Engineering and Visualization A value engineering study using visualization technologies was implemented and reviewed for Okeechobee Road (U.S. Highway 27), a six-lane, controlled-access highway. For this project, managers wanted to avoid a common problem asso- ciated with many value engineering studies; the problem of not having enough information early enough to make a rea- sonable decision based on facts. To help fill in the missing information, the value engineering team used GIS databases and visualization techniques. In addition, the project man- agers initiated a process to improve regulatory agency input early in the project. This new process, called “Efficient Transportation Decision Making,” was developed by both the department and its normal review agencies (e.g., the U.S. Army Corps of Engineers, the U.S. Coast Guard, the Envi- ronmental Protection Agency, and the U.S. Fish and Wildlife Service) (15). Providing interactive visual simulations helped bring timely and pertinent comments for the for Okee- chobee Road project (see Figure 31). As a result, the project managers did not miss any time-critical opportunities, and fatal flaws were eliminated.

The simulation used during the value engineering study changed perspectives quickly and efficiently to focus on either a specific detail or a larger perspective. The aerial model prevented arguments by allowing users to zoom in on the specific study area and have everyone looking at the same thing at the same time. The use of visualization was progressive, starting with canned data from GIS information sources. As concepts were developed, standardized typical sections, aerial photography, and general project requirements were added to the visual- ization. Visualization was an expandable and flexible tool for the value engineering team. Visualization Benefits to Value Engineering Process The use of visualization during the value engineering process fleshed out “what if” scenarios for the reviewers. The 3-D layers provided conflict identification points and phasing requirements for maintenance of traffic and construction staging. The varying degrees of abstraction were important from a value analysis perspective because they provided different levels of information, and the user could alter the constraints of the project by turning on or off levels of information. This function could either aid or stifle the creative process by focusing the user’s attention on the “how” rather than the “why.” The overlay of the differing layers of information helped in the evaluation and analysis phases by comparing data in a graphical format that showed the combined effects of data (see Figure 32). The shifting of value engineering to the earlier and perhaps more appropriate phases of the work program is a natural out- come of improved information and techniques that were made more readily available though the use of visualization. CASE STUDY 7: VISUALIZATION FOR MACHINE CONTROL Contacts: URS Creative Imaging Group 700 Third Street South Minneapolis, MN 55415 Transportation Program Supervisor Minnesota DOT Office of Technical Support St. Paul, MN 55155-1899 Minnesota Department of Transportation ROC 52 The reconstruction design–build project on U.S. Highway 52 (“ROC 52”), located near Rochester, Minnesota, stretched from Highway 63 to 85th Street NW. The project was needed to reduce congestion, improve safety, replace deficient bridges and pavement, and eliminate the confusing mixed frontage road system. It included six lanes from Highway 63 to 75th Street NW; a new interchange at 75th Street NW; new and reconstructed local connecting frontage roads; new over- passes at 65th Street NW and 85th Street NW; and recon- structed interchanges at 6th Street SW, 2nd Street SW, Civic Center Drive, and 19th Street NW. To enhance this large design–build project and assist with the machine control operations for the earthwork portion of the project, visualization was used (see Figure 33). URS Cre- ative Imaging Group created 3-D DTMs of sections of the project site. The AutoCAD-generated models were then loaded into a software program developed by Ziegler/CAT, and this software program linked the DTMs to geographic positioning systems located on earthmoving equipment. In 2002, Caterpillar and Trimble signed a joint venture agreement to develop and incorporate global positioning sys- 28 FIGURE 31 Interactive visual simulation of the Okeechobee Road (U.S. Highway 27) project.

29 tem technology into CAT machines. By using this technology, earthwork operations were significantly improved; resulting in faster construction schedules and reduced construction fees. By relying on the DTMs, machine operators could view the grade control technology program on their machinery while making their grading passes (see Figure 34). This abil- ity eliminated the need for expensive manual surveying, which is traditionally used. When operators use traditional manual surveying, they only know when they are on-grade at the survey stakes; in between stakes, it is guesswork, and most operators will err on the high side to avoid undercut- ting, which is the most costly mistake. However, erring on the high side leads to an increased number of passes needed to get to final grade. Therefore, the use of DTMs for grading resulted in fewer grading passes, faster grading times, tighter vertical and horizontal tolerances, reduced human error, and increased savings in schedules and budgets. URS Creative Imaging Group calculated a 50% to 70% increase in field performance as a result of DTMs. In this project, basic 3-D CADD design techniques were used to enhance the construction process. Visualization tech- nologies saved a significant amount of construction dollars FIGURE 32 Site plan overlay of different layers of information showing combined effects of data on Okeechobee Road simulation. FIGURE 33 Wire frame overlay showing visuals for ROC 52 (U.S. Highway 52) reconstruction design–build project, near Rochester, Minnesota. (Courtesy: URS.) FIGURE 34 Digital terrain model. (Courtesy: URS.)

and reduced the overall construction time on this heavily congested highway corridor. Software for Machine Control To implement visualization for machine control in projects throughout the department, Mn/DOT has been developing special software in conjunction with Bentley Systems. This software is considered part of the 3-D design process. Although Mn/DOT is promoting the use of the software for machine control, the department is educating personnel to use the software during the design process as well. Rather than retrofitting modeling, which the DOT is cur- rently doing, the long-term goal is to do the 3-D modeling as part of the design workflow and then generate cross sections from the model. Because one of the products of the new soft- ware is a 3-D DTM of the top surface from tie-down to tie- down, 3-D modeling can also be used for visualization. Mn/DOT has numerous other groups besides design (e.g., hydraulics, construction, surveys, and landscape) that have use for the model. Another use for the 3-D model is to check safety features (e.g., passing sight distances and how multi- ple roadways interface with each other). A designer stated that, “A tool like this would have pointed out the 94-Pascal problem of a few years ago in a matter of minutes, early in the design process.” Mn/DOT is illustrating the potential of its new 3-D mod- eling software by showing the problems of designs done in the traditional “cross-section” method. Although the new soft- ware is still a few years away from common use, Mn/DOT is implementing it on a statewide basis starting in 2006. 30

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TRB's National Cooperative Highway Research Program (NCHRP) Synthesis 361: Visualization for Project Development explores the visual representation of proposed alternatives and improvements and their associated effects on the existing surroundings. The report examines the best practices and experiences within transportation agencies that are developing and incorporating visualization into the project development process.

Errata Notice

NCHRP Synthesis 361 contained incorrect information in two places on page 24. The last line in the paragraph under the heading "Organization" (column one) should read: In 1995, visualization became operational; a formal group was established that is still in place today. Also, the first line in the final paragraph in column two under the heading "Research and Development" should read: Visualization research is ongoing as the technology evolves.

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