We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byHailey Cochran
Modified over 2 years ago
© Graham M Winch Riding the Project Life-cycle1 9 : Defining Problems and Generating Solutions In Architecture, as in all other Operative Arts, the End must direct the Operation. The End is to Build Well. Well Building hath three conditions: Commodity, Firmness and Delight Sir Henry Wotton, 1624
© Graham M Winch Riding the Project Life-cycle2 Defining Problems and Generating Solutions tame and wicked problems solving the briefing problem solving the design problem the cult of wickedness the management of design tools for managing the briefing process
© Graham M Winch Riding the Project Life-cycle3 Tame and Wicked Problems the conception and planning of the artificial problems with bounds and optimal solutions messy problems with robust solutions
© Graham M Winch Riding the Project Life-cycle4 Tame and Wicked Problems
© Graham M Winch Riding the Project Life-cycle5 Solving The Briefing Problem briefing as a problem in information –public information –private information –blind information –uncertainty reasons for impactedness the role of visualisation –virtual –physical the Johari window
© Graham M Winch Riding the Project Life-cycle6 The Johari Window known to client unknown to designer known to designer unknown to client publicblind privateunknown feedback disclosure uncertainty
© Graham M Winch Riding the Project Life-cycle7 Solving the Design Problem the nature of scientific rationality the linear model –tame problems the conjectural model –wicked problems
© Graham M Winch Riding the Project Life-cycle8 The Linear Model analysissynthesis evaluation tame problem
© Graham M Winch Riding the Project Life-cycle9 The Conjectural Model generatorconjectureanalysis wicked problem
© Graham M Winch Riding the Project Life-cycle10 The Cult of Wickedness the insistence that all design problems are wicked the dimensions of the model –absolute uncertainty –mission emphasis tameness and wickedness in the design problem
© Graham M Winch Riding the Project Life-cycle11 Tameness and Wickedness in the Design Problem incremental adaptation bright idea iconic architecture push the envelope mission uncertainty mission emphasis specification conception high low wickedness
© Graham M Winch Riding the Project Life-cycle12 The Management of Design internal to the design practice –the primary generator –propose and dispose –the crit within the project coalition –managing the Johari window –project reviews
© Graham M Winch Riding the Project Life-cycle13 Tools for Managing Briefing and Design quality function deployment functional analysis (FAST) whole life costing
© Graham M Winch Riding the Project Life-cycle14 Quality Function Deployment Japanese shipbuilding –Mitsubishi Heavy Industries the voice of the customer –market research data the voice of the supplier –engineering possibility house of quality matrix –possibility and desire
© Graham M Winch Riding the Project Life-cycle15 Functional Analysis understanding the business process people and material flows verb/noun couplets
© Graham M Winch 16 Functional Analysis be a world class research centre have low running costs be flexible and adaptable provide for future change be visible within building attract customers be extendible facilitate interaction act as focal point for site provide pleasant environment
© Graham M Winch Riding the Project Life-cycle17 Whole Life Costing the CAPEX/ OPEX trade-off a good idea, but difficult in reality problems in whole-life costing –the problems of discounting to the future –the lack of performance data the new opportunities for WLC –low inflation –the growth of concession contracting
© Graham M Winch Riding the Project Life-cycle1 11 : Managing the Programme to watch the time, and assign things by time, to devote oneself to business.
© Graham M Winch II : Defining the Project Mission1 mission definition is strategic management why strategic ? –relationship of client to environment –allocation.
December 6, 2006 Curtis Johnson, Advanced Concepts Group and Dr. Gerold Yonas, PhD Vice President and Principal Scientist Sandia National Laboratories.
10-1 McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
STRATEGIC MANAGEMENT ISSUES Courtesy of CharlesHelliwell. Used with permission.
Systems Engineering for Systems of Systems Dr. Judith Dahmann The MITRE Corporation.
Research Methodology Chapter 1. Definition of Research Search for facts – answer to questions and solutions to problems. It is a purposive and organized.
Project L.O.F.T. Report May 2007 through October 2007 Creating a design to meet stakeholder desires and dissolve our current set of interacting problems.
Basic SDLC Models. Agenda SDLC definition Waterfall SDLC V-Shape SDLC Spiral SDLC RUP SDLC Agile methods.
IBM Rational Requirements Management Tools Achieving better control over your requirements.
Types of Information systems BY, Ikhlaq Ikhlaq. IS ACTIVE DIFFERENT LEVELS Operational-level systems Operational-level systems Support operational managers.
Chapter 8 E-Strategy, Internet Communities, and Global EC Prentice Hall, 2003.
Defining Decision Support System The concept of a (DSS) is extremely broad and its definitions vary: It is "a computer-based system that aids the process.
1 Project Engineer Responsibility and Applications October 15, 2009.
Measuring innovation CENTRAL ASIAN SUB-REGIONAL CONSULTATION MEETING ON SCIENCE, TECHNOLOGY AND INNOVATION (STI) STATISTICS AND INDICATORS.
E-commerce Web Portal. Plan of the talk Architecture of e-commerce applications Bookstore example Perspectives for e-commerce What We offer.
Engr. Rexmelle F. Decapia Jr. RME Technological University of the Philippines-Taguig.
KUJPOMRIS KUJAWY-POMORZE REGIONAL INNOVATION STRATEGY UNTIL THE YEAR 2015 Dr Krzysztof Chmara KUJPOMRIS Project Manager University of Technology and Life.
Configuration Management Basics Enchantment Chapter of INCOSE October 12, 2011 Ann Hodges, CSEP
Achieving the Clients Objectives in PFI Projects John Cole Chief Executive, Health Estates.
Intellectual Property Management for Enhancing the Competitiveness of SMEs and Other Creative Communities G S Jaiya, Director, SMEs Division World Intellectual.
WINcubate Talent for Leadership Towards a New Agrifood System: Methodologies and Tools for Business Transformation.
Springfield Centre | Making markets work Rationale, issues and opportunities The M4P Approach The Making Markets Work for the Poor Approach (M4P) What.
In support of and supported by: Africa Investment Climate conference, Oct 2006 By Corin Mitchell.
The Commercialization of Technology Dr. Michael Stankosky.
1 Lecture #8 Purpose of SSRD Describe Capability Requirements: system subject matter measured by concrete means Describe Project, Level of Service, and.
ESWW4, 5-9 th November 2007 Draft Proposal: Space Weather as part of an Optional Space Situational Awareness Programme A.Glover, E. Daly, R. Marsden, A.
1 E-Strategy, Internet Communities, and Global EC.
Introduction to Operations Management Contents 1- What is Operations Management (OM)? 2- Importance of OM. 3- OM decisions. 4- OM's contributions to.
© 2016 SlidePlayer.com Inc. All rights reserved.