Lecture 3: Teams

1. Lecture 3: Teams John Haymaker, PhD, AIA, LEED ap

2. Agenda MACDADI-IN-AN-HOUR debrief How things are: Informal definition and management of project teams and goals. How things could be: Goals Environmental Economic Equitable Formal models of: Teams Stakeholders Designers Decision Makers But information is project-specific each team needs to define and manage Methodology: We explain methods (Represent, Define, Saturate, Partition, Weight, …) to make more comprehensive, transparent, systematic, and precise models of Teams and Goals:

3. Reflection on MACDADI in an Hour

4. Reflection on MACDADI in and Hour

5. Narratives : Dependencies

6. Who? Did What?

9. In about three hours, we: Established teams, generated goals, prioritized goals, generated options, analyzed options, evaluated tradeoffs, selected an option. We also communicated all of this in formal models that can be broadly accessed and interpreted by a third party, and potetnially a computer.

10. Models • All Models are … Wrong Some Models are … Useful

11. How things are: Informally defined and communicated Orgs

12. Teams

13. How teams are: Decision Makers Decision Makers create the opportunity for designers to satisfy stakeholders, and select the options “We’re building a hospital at this site, even if the neighbors would be happier with having an amusement park.”

14. How teams are: Many Designers Participate Designers pose and analyze options that affect building performance “We engineer heating, ventilation, and air conditioning (HVAC) systems.”

15. How teams are: Many Stakeholders are affected Gatekeepers are individuals and teams with the power to constrain the range of viable options “You may not place waterless urinals in public bathrooms.”

16. Stakeholders “As a student, I want the building to be filled with natural light, but not to be so expensive that my tuition goes up” Stakeholders are groups of people the design might affect.

17. How teams are: Roles get muddled • People daily serve as stakeholder, designer, and owner, for many decisions. • People therefore: • Understandably try to serve in all roles during design • Aren’t the most expert at all roles • We require disciplineand guidance to work together best

18. Breakdown structures in VDC Breakdown structures • Hierarchical • Relate to each other • Types, than instances CEE 143/243

19. How Teams Could Be: Project Team models Project Team List (until saturated), Define (until clear), Group (until balanced), then Weight (until authentic) Improve the model iteratively

20. Saturate a List of Affected Team Members (Here Stakeholders)

21. Three-tier Organization of Stakeholder Groups for Hospital

22. Define Representatives of Stakeholder Groups MACDADI

23. In process Narrative describing team modeling

24. Team Model (less gatekeepers)

25. Advanced Organizational Modeling Beyond the scope of MACDADI, Narratives, and this class

26. Organization analysis allows predicting the volume and distribution of hidden work: the coordination and rework that make projects late and participants overworked and frustrated Virtual Design Team: Big Ideas • How “good” is this Organization – Process design? • Simulation predictions: • Gantt chart • Risks, …

27. Model Programs Projects Tasks Organization Precedence Exception reporting Coordination Rework Meetings Conceptual underpinning: Model

28. SimVisionPrograms or projects have attributes

29. SimVision tasks have attributes

30. SimVision actors (“positions”) have attributes

31. Important to manage complexity

32. The organization processes exceptions “Actors”: Do direct work Do hidden work Coordinate Rework Wait Tasks: Have direct work Have hidden work Project’s Process Information

33. Comparing Project Schedule Risks

34. To achieve feasible schedule Most staff available Full time Do 50% design review by meetings, vs. tasks Evaluation of Schedule goal

35. To achieve feasible budget Cases with acceptable schedule Evaluation of Budget goal

36. To achieve feasible organization process quality Cases with acceptable schedule Cases with acceptable budget Evaluation of risk goal

37. Backlog = work left to do at the end of the day Risks Schedule Coordination Product, process quality control Principals need to manage workload Facility Program

38. Shows evaluation of predicted behavior (finish date, revenue, cost, quality, backlog) | Goals Executive Dashboard

39. Any two goals look attainable Duration; Cost (staff); Organization process quality Organization Options

40. Possible Interventions – Change: Task definition Task precedence Task Start-to-start lag Actor size Actor – task assignment Actor skills Goals SimVision methods Cases

41. Design organizations as we design bridges Set objectives and measure performance Big idea: “Design organizations”

42. Looking ahead to the next week(s): Goals

43. How goals are: Owner state goals (Cleary, 2004) Slide of Jack Cleary, Director of Project Management, Stanford University

44. Ecologically Enjoyed Equitably Enjoyed Economically Enjoyed Elegantly Enjoyed Clean Soil Clean Power Delightfully Diverse Clean Air Delightfully Safe Clean Water Delightfully Healthy Delightfully Just How goals are: Designers State Goals “Our goal is a delightfully diverse, safe, healthy and just world, with clean water, clean air, clean soil and clean power – economically, equitably, ecologically and elegantly enjoyed.”

45. How goals are: Public and Non-profits State Goals USGBC – LEED-NC 2.2 Sustainable Sites 14 Water Efficiency 5 Energy & Atmosphere 17 Materials and Resources 13 Indoor Environmental Quality 15 Innovation 5

46. How goals are: Theorists State Goals 1. Walkability2. Connectivity3. Mixed-Use & Diversity4. Mixed Housing5. Quality Architecture & Urban Design6. Traditional Neighborhood Structure 7. Increased Density8. Smart Transportation9. Sustainability10. Quality of Life • THE PRINCIPLES OF NEW URBANISM

47. Looking Ahead