In the ever changing world of technology and innovation, we now have tools that are designed to increase our productivity and communication. This move toward a “world is flat” format of conducting business is constantly evolving and thus communication and collaboration must continually be enhanced.
Capital facility projects will always require expertise from either local specialists or industry leaders within a specific field. Forming a collaborative environment and cohesive team, due to potential location and cost issues, can be challenging at best. Only by harnessing the opportunities available through technology and processes will project team members increase their chances for establishing cohesiveness to ensure project success.
THE LOCKER ROOM CONCEPT
Keeping with the “world is flat” format of conducting business, it is not uncommon for a capital facility project to have nonlocal team members involved from remote cities. Obviously, having all local contractors would be ideal, but the skill and expertise required for a multimillion dollar healthcare project is not always available locally. Identifying opportunities for team interaction that provide the most value to the client is critical to project success.
For example, projects typically provide onsite offices with various meeting rooms, yet these spaces do little to accommodate and promote a true team atmosphere. Wouldn’t it make sense to create an environment where all “players” on the team could collocate, similar to a football locker room?
Imagine applying the team locker room concept and dynamics to the design and construction of a building project, thus creating a "Project Big Room." Much like a football team in a locker room developing their game plan for an upcoming season, the entire project team (architect, engineers, contractors, and subcontractors) could use a similar philosophy and approach to design, plan, and construct a capital project.
Collocating in a Big Room environment fosters collaborative behavior that encourages brainstorming and innovation. Teams within the Big Room can be broken into position groups, much like linebackers and quarterbacks. Groups focused on various aspects of the project such as site, mechanical, structural, interiors, enclosure, etc., are formed, very early on, to tackle different issues and challenges. Each group is tasked with identifying solutions to reduce time, waste, and cost to the benefit of the project.
For example, by working together early in the process, the enclosure group can eliminate duplication of efforts. Instead of the architect developing detailed drawings that would then be altered or redone by the fabricator, they merely complete concept drawings which are shared with the group and then the fabricator completes the detailed design. All meetings and interactions take place in the common space that is shared with the other groups thus opening the lines of communication and input.
A meeting cadence is established to ensure team members are communicating on a daily basis, whether in person or by phone, as opposed to once or twice a month.
If you are thinking this sounds a lot like integrated project delivery, you are right. But, the Big Room does not require an Integrated Form of Agreement. It harnesses the philosophy and culture without the contract.
GAME WEEK
Interaction in the Big Room would be structured very similar to preparations for the game of the week. An onsite team meeting is scheduled for the beginning of the week to help structure the goals and activities ahead. This meeting allows the various groups to report on their progress and to share their ideas for the upcoming week. It is imperative that the entire group understand how their individual parts fit into the bigger picture and to collaborate to achieve efficiencies. From there, teams “huddle” each morning for five or 10 minutes to touch base and stay informed.
One of the tools used in the Big Room to create the master schedule is Pull Planning. A Pull Planning session outlines all activities to enable a global perspective of each group’s responsibilities. Scheduling, utilizing Pull Planning, requires establishing specific milestones and then pulling back from identified dates to generate event timelines. This method of scheduling is challenging at first, but after practicing, the expectations of pulling rather than pushing toward a milestone start to drive out waste in your project schedule. With a milestone schedule and a pull plan in place, the teams can then work through their tasks and resolve any issues in their focused groups.
An additional tool that is helpful in a Big Room structure is the use of A3 methodology for issue resolution and decision making. An A3 is a “Lean” tool used to conduct a thorough analysis of a current state. It helps to create a one-page story on a specific topic or issue that makes it easy for any member of the entire team to read and understand what the group is working to resolve. Regularly posting A3 documents on the walls of the Big Room is a great way to create further collaboration across different focused groups. An example of the value of an A3 is apparent when analyzing the benefits of different building materials on a project.
Referring back to our previously mentioned Enclosure group, an A3 could be used to evaluate brick verses glass curtain wall for the building exterior. The A3, created by the enclosure group, would be reviewed by the structural group to determine cost savings or impact between the two. While the enclosure group feels there are advantages to choosing brick, the structural group identifies the disadvantages due to the added weight and required supports that would drive up the cost on their scope of work.
Other groups also have the opportunity to provide input prior to final decision making. The goal is to allow the A3 to tell a story that ultimately identifies a solution that balances value, cost, and innovation.
As teams outline challenges and identify steps for resolution, A3’s are posted so other groups that may be impacted by these changes can review the plan and react if necessary. These discussions save design effort, improve the quality of the project, and ultimately deliver a savings to the project. During the entire planning week, each group strategizes in the Big Room and posts their progress which enhances collaboration much more so than meeting behind closed doors.
At the end of the week, a meeting similar to a final walk through before the big game is conducted. Each group presents their weekly accomplishments and discusses any remaining obstacles. A final report presented to client leadership provides insight as to potential changes or project savings.
During planning, it can be determined how much repetition is needed on the project. For example, maybe the entire team is brought together in-person every other week or maybe just once a month. One nice feature of using a “flat business” platform is that technology has created ways for teams to have a Big Room that conceivably meets every week, alternating in-person and virtual meetings. You can keep the same group structure and meeting cadence whether in-person or through conference calls and web conferencing.
While in-person meetings are more effective, keeping the cadence of the group planning virtually creates a stronger focus on the project and in turn makes the in-person team meetings run more smoothly. The true goal of this collaborative focus is to huddle daily and meet every week with an entire team focused on accomplishing as much as possible during the time the groups are together in the Big Room.
CONCLUSION
On a major capital facility project, team performance can make or break the ultimate outcome. Engaging the most knowledgeable experts and skilled talent is critical in delivering the most value to the client. However, these vital team members may not be locally based which can pose challenges due to onsite availability.
Implementing collocation via the Big Room concept will remove silos, ensure a cadence for daily communication, promote collaboration and elevate your chances for success. When setting up your next project, you may want to consult your favorite football team’s gameday strategy for inspiration.
About the Authors
Stephen Powell is a Consultant and Magnus Nilsson is Senior Consultant with CBRE Healthcare.
Related Stories
| Aug 11, 2010
Will Alsop to head up new RMJM studio
Will Alsop, the internationally acclaimed British architect and designer of the Glenwood Waterfront project on the Hudson River, is to turn his attention once again to the U.S. after announcing he is to create a studio called “Will Alsop at RMJM,” as part of the RMJM worldwide architectural firm.
| Aug 11, 2010
AECOM, WATG top BD+C's ranking of the nation's 75 largest hotel design firms
A ranking of the Top 75 Hotel Design Firms based on Building Design+Construction's 2009 Giants 300 survey. For more Giants 300 rankings, visit http://www.BDCnetwork.com/Giants
| Aug 11, 2010
Parsons Brinckerhoff, Dewberry among nation's largest multifamily design firms, according to BD+C's Giants 300 report
A ranking of the Top 75 Multifamily Design Firms based on Building Design+Construction's 2009 Giants 300 survey. For more Giants 300 rankings, visit /giants
| Aug 11, 2010
USGBC’s Greenbuild 2009 brings global ideas to local main streets
Save the planet with indigenous knowledge. Make permanent water part of your life. Dive deep water for clues to environmental success. Connect site selection to successful creative concepting. Explore the unknown with Discovery Channel’s best known guide. These are but a few of the big ideas participants can connect to at USGBC’s Greenbuild International Conference and Expo, taking place on November 11-13, 2009 in Phoenix, Ariz.
| Aug 11, 2010
Goettsch Partners wins design competition for Soochow Securities HQ in China
Goettsch Partners (GP) has been selected as the winning firm in the competition to design the Soochow Securities Headquarters, the new office and stock exchange building for Soochow Securities Co. Ltd. The 21-story, 441,300-square-foot project includes 344,400 square feet of office space, an 86,100-square-foot stock exchange, meeting rooms, classrooms, a cafeteria, and underground parking for 400 cars and 800 bicycles.
| Aug 11, 2010
RMJM unveils design details for $1B green development in Turkey
International architecture company RMJM today announced details of the $1 billion Varyap Meridian development it is designing in Istanbul’s new residential and business district, which will be one of the "greenest" projects in Turkey. The luxury 372,000-square-meter development on a site totalling 107,000 square meters will be located in the Atasehir district of Istanbul, which the Turkish government intends to transform into the country’s new financial district and business center.
| Aug 11, 2010
Urban Land Institute honors five 'outstanding' developments in Europe, Middle East, and Africa
Five outstanding developments have been selected as winners of the Urban Land Institute (ULI) 2009 Awards for Excellence: Europe, Middle East, and Africa (EMEA) competition. This year, the competition also included the announcement of two special award winners. The Awards for Excellence competition is widely regarded as the land use industry’s most prestigious recognition program.