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

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Lecture 3: Teams

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Lecture 3 teams

Lecture 3: Teams

John Haymaker, PhD, AIA, LEED ap


Agenda

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:


Reflection on macdadi in an hour

Reflection on MACDADI in an Hour


Reflection on macdadi in and hour

Reflection on MACDADI in and Hour


Narratives dependencies

Narratives : Dependencies


Who did what

Who? Did What?


In about three hours we

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.


Models

Models

  • All Models are …

Wrong

Some Models are …

Useful


How things are informally defined and communicated orgs

How things are: Informally defined and communicated Orgs


Teams

Teams


How teams are decision makers

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.”


How teams are many designers participate

How teams are: Many Designers Participate

Designers pose and analyze options

that affect building performance

“We engineer heating, ventilation, and air conditioning (HVAC) systems.”


How teams are many stakeholders are affected

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.”


Stakeholders

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.


How teams are roles get muddled

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


Breakdown structures in vdc

Breakdown structures in VDC

Breakdown structures

  • Hierarchical

  • Relate to each other

  • Types, than instances

CEE 143/243


How teams could be project team models project team

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


Saturate a list of affected team members here stakeholders

Saturate a List of Affected Team Members (Here Stakeholders)


Three tier organization of stakeholder groups for hospital

Three-tier Organization of Stakeholder Groups for Hospital


Define representatives of stakeholder groups

Define Representatives of Stakeholder Groups

MACDADI


In process narrative describing team modeling

In process Narrative describing team modeling


Team model less gatekeepers

Team Model (less gatekeepers)


Advanced organizational modeling

Advanced Organizational Modeling

Beyond the scope of MACDADI, Narratives, and this class


Virtual design team big ideas

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, …


Conceptual underpinning model

Model

Programs

Projects

Tasks

Organization

Precedence

Exception reporting

Coordination

Rework

Meetings

Conceptual underpinning: Model


Simvision programs or projects have attributes

SimVisionPrograms or projects have attributes


Simvision tasks have attributes

SimVision tasks have attributes


Simvision actors positions have attributes

SimVision actors (“positions”) have attributes


Important to manage complexity

Important to manage complexity


Project s process information

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


Comparing project schedule risks

Comparing Project Schedule Risks


Evaluation of schedule goal

To achieve feasible schedule

Most staff available Full time

Do 50% design review by meetings, vs. tasks

Evaluation of Schedule goal


Evaluation of budget goal

To achieve feasible budget

Cases with acceptable schedule

Evaluation of Budget goal


Evaluation of risk goal

To achieve feasible organization process quality

Cases with acceptable

schedule

Cases with acceptable

budget

Evaluation of risk goal


Facility program

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


Executive dashboard

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

Executive Dashboard


Organization options

Any two goals look attainable

Duration; Cost (staff); Organization process quality

Organization Options


Simvision methods

Possible Interventions – Change:

Task definition

Task precedence

Task Start-to-start lag

Actor size

Actor – task assignment

Actor skills

Goals

SimVision methods

Cases


Big idea design organizations

Design organizations as we design bridges

Set objectives and measure performance

Big idea: “Design organizations”


Looking ahead to the next week s goals

Looking ahead to the next week(s): Goals


How goals are owner state goals

How goals are: Owner state goals

(Cleary, 2004)

Slide of Jack Cleary, Director of Project Management, Stanford University


How goals are designers state goals

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.”


How goals are public and non profits state goals

How goals are: Public and Non-profits State Goals

USGBC – LEED-NC 2.2

Sustainable Sites 14

Water Efficiency5

Energy & Atmosphere17

Materials and Resources13

Indoor Environmental Quality15

Innovation5


How goals are theorists state goals

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


Looking ahead

Looking Ahead


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