lecture 3 teams
Download
Skip this Video
Download Presentation
Lecture 3: Teams

Loading in 2 Seconds...

play fullscreen
1 / 47

Lecture 3: Teams - PowerPoint PPT Presentation


  • 72 Views
  • Uploaded on

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

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Lecture 3: Teams' - nassor


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
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:

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 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

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 frustratedVirtual 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
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
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 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
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

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 Efficiency 5

Energy & Atmosphere 17

Materials and Resources 13

Indoor Environmental Quality 15

Innovation 5

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
ad