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© 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.
© Graham M Winch III : Mobilising The Resource Base1 III : Mobilising the Resource Base mobilising the resources required to deliver the project mission.
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