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

2. Agenda MACDADI-IN-AN-HOUR debrief How things are: How things could be:
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.”
Acoustics
Electrical
Parking
Architecture
Estimating
Plumbing
Architectural Detailing
Fire
Structural Engineering
Audio Visual
Interiors
Sustainability
Civil Engineering
Lighting
Waterproofing
Construction
Mechanical Engineering
Workplace Planning

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.”
Board of Directors
Labor Union
Building Department
Occupational Health Authority (OSHA)
Chief Financial Officer
Planning Commission
Environmental Review Commission
Specialty Equipment Supplier
Fire Marshal
Specialty Material Supplier
Insurance Inspector
An all-powerful Stakeholder

16. Student Non-Occupants
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.
Builders
Maintenance Staff
Student Occupants
Donors
Neighbors
Staff
Designers
Press
Suppliers
Faculty
Residents
Utility Companies
Insurers
Student Non-Occupants
World population

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 discipline and guidance to work together best

18. Breakdown structures in VDC
Product Breakdown Structure (PBS)
Major types of components
Organization Breakdown Structure (OBS)
Major types of organization components
Process (Work) Breakdown Structure (WBS)
Major types of tasks
Breakdown structures
Hierarchical
Relate to each other
Types, than instances
CEE 143/243
Jan 29

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. 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
How “good” is this Organization – Process design?
Simulation predictions:
Gantt chart
Risks, …

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

28. SimVision Programs or projects have attributes

29. SimVision tasks have attributes

30. SimVision actors (“positions”) have attributes

31. Important to manage complexity

32. 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

33. Comparing Project Schedule Risks

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

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

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

37. Backlog = work left to do at the end of the day
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

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

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

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

41. Big idea: “Design organizations”
Design organizations as we design bridges
Set objectives and measure performance
Product
Organization
Process
Function
Scope (…)
Quality (…)
Design + Construct
Cost (…)
Backlog (…)
Cost
Schedule (…)
Schedule risk (…)
Form
Deliverables
Actors
Tasks
Behavior
Scope
Quality
Work (direct, hidden) volumes
Backlog
Start, Finish, Duration
Schedule risk

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. How goals are: Designers State Goals
Delightfully
Diverse
Safe
Healthy
Just
Clean
Water
Air
Soil
Power
Economically
Enjoyed
Equitably
Ecologically
Elegantly
“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. Walkability 2. Connectivity 3. Mixed-Use & Diversity 4. Mixed Housing 5. Quality Architecture & Urban Design 6. Traditional Neighborhood Structure Increased Density 8. Smart Transportation 9. Sustainability 10. Quality of Life
THE PRINCIPLES OF NEW URBANISM

47. Looking Ahead