A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
Development Stages
This chapter discusses how high‐performing teams are beneficial to firms in terms of efficiency and business profitability as well as excellence in design outcomes. All members have their own ideas about how the process should proceed, and personal agendas are often rampant during the storming stage. The norming phase occurs when a team reaches consensus on a common process and shares a newfound focus. Enthusiasm is high, and the team is often tempted to go beyond the original scope of the project and tackle larger related issue. With roles and responsibilities clearly defined and understood, teams can address larger issues collectively and delegate smaller issues to individuals or sub‐teams. The selection of a leader of the overall project delivery team is unique to every project. This person may be external to the design and construction firms or very much involved in the daily process. The building, completed in the fall of 2013, is a four‐story collection of showrooms for medical device and furnishing supplier. The chapter also presents a case study involving the development of a custom facade system for the Global Center for Health and InnovatIon (GCHI) in Cleveland. The project called for a bridging document process in which the design architects were contracted through the end of design development.
Development Stages
This chapter discusses how high‐performing teams are beneficial to firms in terms of efficiency and business profitability as well as excellence in design outcomes. All members have their own ideas about how the process should proceed, and personal agendas are often rampant during the storming stage. The norming phase occurs when a team reaches consensus on a common process and shares a newfound focus. Enthusiasm is high, and the team is often tempted to go beyond the original scope of the project and tackle larger related issue. With roles and responsibilities clearly defined and understood, teams can address larger issues collectively and delegate smaller issues to individuals or sub‐teams. The selection of a leader of the overall project delivery team is unique to every project. This person may be external to the design and construction firms or very much involved in the daily process. The building, completed in the fall of 2013, is a four‐story collection of showrooms for medical device and furnishing supplier. The chapter also presents a case study involving the development of a custom facade system for the Global Center for Health and InnovatIon (GCHI) in Cleveland. The project called for a bridging document process in which the design architects were contracted through the end of design development.
Development Stages
Smith, Ryan E. (author) / Carraher, Erin (author) / DeLisle, Peter (author)
2017-03-15
14 pages
Article/Chapter (Book)
Electronic Resource
English
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