Lecture 4 - LeFevre - Managing Design and Other Oxymorons

MANAGING DESIGN ?
(And Other Oxymorons)

Issues, Best Practices and Processes for Architect / CM Collaboration
(Lessons From A Dual Agent) 1/30/18 Presentation to Georgia Tech
1 SIN
PROBLEM .
2 SUFFERING
SCENARIOS . SYMPTOMS . FORCES .
3 REDEMPTION
SOLUTIONS . TOOLS . ACTIONS .
Michael LeFevre FAIA, NCARB, LEED AP BD+C
Vice President, Planning & Design Support
Holder Construction Company Atlanta | Charlotte | Dallas | Phoenix | San Jose | Washington DC
MANAGING DESIGN ?
1 SIN
PROBLEM
BUSINESS
Problem
Jane Jacobs
The Death and Life of American Cities, 1961
SCENARIOS
SCENARIO : MECHANIC
“CAN YOU TELL US THE

EXTENT OF THE REPAIR,
RALPH? “
“OH, I HAVENT THOUGHT

ABOUT THAT YET- I’M ONLY IN
CONCEPTS. I’VE ONLY LOOKED
AT THE OUTSIDE. I HAVEN’T
THOUGHT ABOUT THE
WHEELS, ENGINE, OR OTHER
SYSTEMS.
SCENARIO : ARCHITECT

EXTENT OF THE PLAZA
WATERPROOFING. HAVE YOU
CONSIDERED THE COST
IMPACT?
“OH ,WE HAVENT THOUGHT

ABOUT THAT YET- WE’RE ONLY
IN SCHEMATICS.”
SCENARIO : ARCHITECT
“DAMN, WE’RE $2 MILLION OVER BUDGET
AGAIN. WHAT ARE WE GOING TO DO?”
“HERE WE GO AGAIN –
“BUT WE’RE OUT OF FEE… HOW’RE
IT’S VALUE ANALYSIS
WE GONNA PAY FOR THAT?”
TIME.”
“WE’LL, THE END DATE’S

NOT MOVING…”
“WE’LL JUST LET THE

CONTRACTOR COORDINATE IT…”
“YEAH! HANDLE IT WITH RFI’S… IN

THE FIELD -THAT’S THE TICKET…”
SCENARIO : DOCTOR

EXTENT OF THE INFECTION,
DOCTOR? “
“OH, I HAVENT THOUGHT

ABOUT THAT YET- I’M ONLY IN
CONCEPTS. I HAVEN’T
THOUGHT ABOUT THE EXTENT
IT’S SPREAD TO THE HEART,
LUNGS, CIRCULATORY OR
RESPIRATORY SYSTEMS.
SCENARIO : PROCESS
© Michael LeFevre, Holder Construction 2016

SCENARIO : COMPLEXITY (MATERIALS & SYSTEMS)
Circa 1900 Circa 2000

MANAGING DESIGN ?
2 SUFFERING

SYMPTOMS
SYMPTOMS : REACTIONS
SYMPTOMS : RESULTS
“INSANITY:
DOING THE SAME THING REPEATEDLY
AND EXPECTING A DIFFERENT RESULT.”
ALBERT EINSTEIN
FORCES
FORCES : EVOLUTION / CHAOS THEORY
Growth & Development
Perceived
“Continuous”
Growth &
Actual
Evolution
“Stepped”
Evolution
Time External Forces

“PUNCTUATED EQUILIBRIUM”
You Are Here
FORCES : INDUSTRY TIMELINE
40’s 50’s 60’s 70’s 80’s 90’s 00’s 2010 2020 2030
Economy
Industry & Economic Growth
BIM / Info Technology
WWII CADD PC WWW BIM
Sustainability (Design, Construction, Mfg….)
IR ENERGY PC WWW LEED/USGBC

CRISIS
Integrated Practice / Project Delivery / Integrated Design Process
CM DB IP / IPD / IDP
FORCES : SURVIVAL = CHANGE
“It is not the strongest of the species that survives, nor the most
intelligent. It is the one that is the most adaptable to change.”
Charles Darwin

FORCES : CONNECTION / EMPATHY
FORCES : PERSONAL
© Danielle LeFevre, Age 7

Georgia
GeorgiaTech
TechManufacturing
ManufacturingResearch
ResearchCenter
Center Atlanta,
Atlanta,GA
GA
ARCHITECTURE Lord, Aeck, Sargent, 1992
Photos: Jonathan Hillyer

Photos: Jonathan Hillyer
FORCES : PERSONAL (MY TALES OF WOE)
 40% Over Budget

 Drawings Late
 Value Engineering
 Design Dilution (Delusion)
 Low Morale
 Reverse Incentives / Fee Loss
FORCES : COMPANY
• Established 1960
• 85% Repeat Clients
• Team Approach Builders
• Revenue: $3 Billion
• Experience: 5 Countries. 38+ States
• 17th (ENR Top 100 CM At-Risk)
• 36th (ENR Top 400 Contractors)
• 19th (ENR Top 100 Green Contractors)
• 1st (ENR Data Center Builders)
ARCHITECT : OMNISCIENT COLLABORATOR
Frank Lloyd Wright

ARCHITECT : FIXER
“Mr. Wolf”, Pulp Fiction

CULTURE : BUDGET & RISK MGMT
We Think Owners / Contractors Think
Push The Edge It’s My Money.

Back Off.
CULTURE : TIME MANAGEMENT
We Think Owners / Contractors Think
Next Spring…… Monday, 8:00 AM

ARCHITECT : SERVANT / TEAMMATE ????
ARCHITECT : CHANGE AGENT ?
Who is Effecting This Change? Who Has The Skillset?
Architects Contractors GIT ‘ER DONE !
Designers Bricks & Mortar

Drawers Make It Happen
Artists/Scientists Muddy Boots © Michael LeFevre, Holder Construction
FORCES: TECHNOLOGY
FORCES : APATHY
TOOLS?
FORCES : BIM BIAS
Problem
FORCES : MINDSETS
“Leverage Points: Places To Intervene in a System”
Donella Meadows
1 The Mindset or Paradigm

(out of which goals, rules, feedback structures arise)
2 System Goals
3 Self-Organization Power
EVERAGE POINTS
Places to Intervene In A System
4 System Rules (Contracts, Incentives , Constraints)
5 Information Flows
6 Driving Positive Feedback Loops
7 Regulating Negative Feedback Loops
8 Material Stocks & Flows
9 Numbers
MANAGING DESIGN ?
3 REDEMPTION

PLANNING & DESIGN SUPPORT
“ helped us more
You
in three days than
those other guys did
in three months!
We wouldn’t have
had a project without
you pulling us out of
the budget inferno.
Sam Sterling, AIA
Project Architect
Antoine Predock Architects
“
Flint RiverQuarium Albany, GA

Antoine Predock, 2002
PLANNING & DESIGN SUPPORT / BIM
Museum Project, 2005
10 Years in Program & Design
No AE BIM. No IPD
Multiple Design Firms
CMAR (w/ Design Collaboration)
Design, Scope & Quality Control
World of Coca Cola, Atlanta, GA

Jerde Partnership/Rosser International
PLANNING & DESIGN SUPPORT / BIM
Digital Mockup of Mockup Verified Scope,

Enabled Approval. Enhanced Design Quality.
Reduced Risk, Saved Time & Money.
World of Coca Cola, Atlanta, GA
Virtual Mockup © Michael LeFevre, Holder Construction 2009
Freeport McMorran Tower, Phoenix, AZ
QC Coordination Shop Drawings
Central Park East Phoenix, AZ
VP, BIM; Concept through Completion
SmithGroup, 2008
Composite Navisworks Model
Photos: Bill Timmerman

Photos: Bill Timmerman
Freeport McMorran Tower, Phoenix, AZ

Smith Group Architects
BUILDING INFORMATION MODELING
Light Scoop Model
Faculty Office QA Model
Structural Tree Model
Composite Model Light Scoop Coffer Model

Thomas Pfifer Rendering
Clemson Lee Hall III Clemson, SC

Thomas Phifer & Partners / McMillan Pazdan Smith, 2011
CURRENT PROCESSES: OURS YOURS?
• BD • BIM • Project Delivery

• HR / Staffing • LEAN Method Impact
• Preconstruction • VDC on Design
• MWBE Practice?
• Mobile Computing
• Purchasing
• Contingency • D/B/B
• Construction
• CMAR
• Safety
• Quality • D/B
• Sustainability • IPD
• Risk Management
• Design Mgmt &
• Closeout
Collaboration ????
• CX
DESIGN PROCESS CHALLENGES
 Timely Owner Decisions
 Late Documents
 Incomplete, Uncoordinated Documents
 Scope Creep
 Over Budget
 Value Analysis, Repeat Pricing & Re-design
 Collaboration Challenges
 Design “Ownership”, Understanding, Skills
 Fee / Morale Erosion

DESIGN PROCESS TRAINING
Design Management 101
Collaboration Best Practices: Tools, People & Processes
1. Challenges
2. Methods
3. Minimum Expectations
For Holder Preconstruction & Operations Associates, Customers & Partners

Design Management Is….
Managing Design:
1. Relationships
2. Schedules
3. Content
4. Quality
5. Completion
6. Contracts (when applicable)
Design Process Management
ScopeDoc 101
A New Approach to Scope Documentation
Defining & Documenting Project Systems Type, Intent and Extent to

Control Scope, Manage Cost, Enable Design & Construction
(and Maximize Owner Value)
 CHALLENGES
 DEFINITIONS
 SCOPEDOC METHOD
DRAWINGS, SPECS, CSI CHECKLIST
PROCESS
EXAMPLES “HERE’S AN IDEA:
LET’S FIGURE OUT
 THE “CYCLE” WHAT’S IN OUR PROJECT !

What is ScopeDoc?
Fast,
Scope DocEarly Scope Documentation via:
A New Approach to Scope Documentation 11/30/2005
• Small Scale Diagrams

I….CAN'T BELIEVE ...
THE DRAWINGS ARE… Three Stages of Acceptance
INCOMPLETE AGAIN ! for New Ideas:
• Short Outline Product Designations

1 Ridicule
OH NO,
2 Violent Opposition
AND
3 Acceptance as "Self-evident"
• CSI Checklist WE'RE
OVER
Arthur Schopenhauer
BUDGET
TOO!
• Rapid Cycling
Here's An Idea: Let's Figure
• Imperfect Information Out What's In Our Project!
Collaboration
•1 What Is Scope Doc? & Communication
Scope Doc is a new way of thinking about how to manage project costs. It proposes to reframe the design documents as a tool to
manage project scope in addition to communicating design intent. It includes techniques and formats to help the team manage,
communicate and document the Design and Project Scope, and enable scope and cost estimates, bidding and cost control. Using
this process to fully document the Project Scope at each stage controls cost. Some of these ideas may challenge your current
practices, and "industry standards". But we have found them successful in achieving more well defined, better balanced projects. In
our experience, the quick, effective techniques described here save time, effort and fees, and result in less time spent in Value
Analysis later. Scope Doc proposes that the AE Team: Copyright Michael LeFevre 2005
ScopeDoc “Diagrams”
Traditional “Drawings” ScopeDoc “Diagrams”

• (Too) Precise • Small Scale, Noted, Fast
• CAD / BIM Burdened • Allows Quantification
• Too Detailed / Too Early • Freehand / Hardline
• Forces ‘Wrong’ Decisions • BIM / CAD
• Doesn’t Support Early Balance • PDF Markup / Xerox
2x4 Lay In Ceiling
Exposed Ceiling Painted

ScopeDoc “Extent Diagrams”
2x2 ACT Lay In

Armstrong “Optima”
Exposed GWB
Structure -
PTD
ScopeDoc Examples
ScopeDoc “System Extents”
ScopeDoc “Utilities”
ScopeDoc “Specs”
Traditional “Narrative/Outline” ScopeDoc “Note Specs”

• Long – Too Many Words • Short – 1 to 3 words, Fast
• Unclear. Unsized. Un-specific • CSI Checklist
• Forces ‘Wrong’ Decisions • Spreadsheet, List, Schedule
• Too Detailed Too Early • Clear. Specific. Impactful.
• Before Project Balance • Conveys Design Intent/Scope
7 Composite metal panel system consisting “Alucobond”
of aluminum panel alpolic resin core
complying with blah blah
8 Structural glazed system with no exposed Pilkington Structural Glazing

fasteners, comprised of structural glazed
mullions, complying with ASTM
1497.617.592. Execute in workmanlike
fashion….page 17
20 ton chiller
15 Forced warm air HVAC system…… (4) 20,000 BTU units
ScopeDoc “CSI MasterFormat Checklist”
“Go Fish”
CSI MasterFormat Checklist MasterFormat 2004 Division Numbers and Titles
Facility Construction Subgroup
DIVISION 02 - EXISTING CONDITIONS
DIVISION 03 - CONCRETE
DIVISION 04 - MASONRY
DIVISION 05 - METALS
DIVISION 06 - WOOD, PLASTICS & COMPOSITES
DIVISION 07 - THERMAL AND MOISTURE PROTECTION
DIVISION 08 - OPENINGS
DIVISION 09 - FINISHES
DIVISION 10 - SPECIALTIES
DIVISION 11 - EQUIPMENT
DIVISION 12 – FURNISHINGS
DIVISION 13 – SPECIAL CONSTRUCTION
DIVISION 14 – CONVEYING EQUIPMENT
Facilty Services Subgroup
DIVISION 21 - FIRE SUPPRESSION
DIVISION 22 - PLUMBING
DIVISION 23 - HEATING, VENTILATING AND AIR CONDITIONING
DIVISION 25 - INTEGRATED AUTOMATION
DIVISION 26 - ELECTRICAL
DIVISION 27 - COMMUNICATIONS
DIVISION 28 - ELECTRONIC SAFETY & SECURITY
Site and Infrastructure Subgroup
DIVISION 31 - EARTHWORK
DIVISION 32 - EXTERIOR IMPROVEMENTS
DIVISION 33 - UTILITIES
Process Equipment Subgroup
DIVISION 41 - MATERIAL PROCESSING / HANDLING EQUIPMENT

ScopeDoc Design Intent & Extent (a.k.a. “Go Fish”)
ScopeDoc: “Architect’s Note”
“Scope Documents:
The Documents issued indicate the general scope of the project. The
Contractor is responsible for complete pricing and Work, and shall
include all items necessary for the proper execution and completion
of the Project, whether indicated or not.
All components of the project shall comply with any and all
requirements of national, state and local codes. The Contractor
shall inform the Owner and Architect of any omission,
inconsistencies, or errors in the information provided.
If no notice is given and any omission, inconsistencies, or errors are
discovered, the Architect’s decisions on items of work included in
the scope shall be binding on the Contractor, when consistent with
the general scope and quality of the Project.”
On “Narratives”
Once upon a time there was a project whose design was undefined.
The spaces were wonderful. The materials were undetermined. The
buildings were framed with “C.I.P. concrete framing”. They were
cooled with “chilled water systems”. Things were so general,
unspecific and unquantifiable that no conflict was possible.
This place was LaLa Land.
But then the mean contractor came and ate the project and
all of its people - and the story was over.
Years later, in another time and place, learning from their forefathers,
the people created clear, specific scope and design intents. They
documented them and shared them freely with contractors who were
happily admitted into the village and became part of the community.
By communicating what was needed and where it occurred, the
contractor knew what he had to do.
Together, they developed a great design and budget.
Together, they built a wonderful project and they all lived
happily ever after.
On “Narratives”
Structural Bad Provide Cast In Place Structure

Better Provide Standard Weight, Cast In
Place Structure, Class A Finish @
Public Spaces, Class B, As Cast
Finish Back of House Spaces
Best Provide 3000 PSI Grey, Cast In
Place Structure. Provide Class A
Hand rubbed finish @ Concourse
Levels 1, 2, 3, all Public Spaces;
Class B As Cast Finish Back of
House Spaces, e.g. Mech/Elec
rooms
ARCHITECT : CONDUCTOR / CHOREOGRAPHER

Design Process Management
Design Scheduling 101
Design Process & Decision Support Tools
Using Design, Option & Decision Schedules to Optimize & Support

Design, Enable Construction (Maximize Collaboration & Owner Value)
 CHALLENGES & GOALS

 DESIGN PROCESS & “CYCLE”
 TOOLS
DESIGN SCHEDULE
DESIGN MONITOR
DESIGN OPTIONS & DECISIONS TIMELINE
VALUE ANALYSIS SCHEDULE

Design Process & Schedule
Actual: Know What It Takes to “Design”… Ask Questions
Perceived
Program / Define Reqts
Contractor Thinks Architect Thinks
Collect Data
Analyze
Issue Data
Design Documents Design
Explore Options
Calculate Loads Document
Size Systems
Coordinate
Document Concepts
Consultant Input
Issue
Present Options Documents
Price Options
Present Pricing
Owner Thinks Owner Select /
Weeks ? Approve Option Weeks ?
Document
“I Just Want My Building. Why Is It Taking So Long?
Progress Print
Review/ Check Issue
Coordinate Incorporate Documents

Manage Options…Drive Decisions
McMaster-Carr Distribution Center
Major Design Studies & Decisions Timeline 2/22/2013
A Analyze
S Study/Size
WSB Newsroom Renovations
D Document
PD Present Design
8 Week Design Schedule
PR Price
Day M T W Th F S S M T W Th F S S M T W Th F S S
PP Present Price
Week 1 2 3
SA Select/Approve Design / Discovery / Options & Value Analysis / Pricing Schematic Documents Schematic Pricing
Activity Date
10-Feb
11-Feb
12-Feb
13-Feb
14-Feb
15-Feb
16-Feb
17-Feb
28-Jan
29-Jan
30-Jan
31-Jan
1-Feb
2-Feb
3-Feb
4-Feb
5-Feb
7-Feb
8-Feb
9-Feb
6-Feb
Draw Progress Review Check Coordinate Incorporate PlotPost
System / Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Design / Programming
Present Updated Concept Plan 1/29/2013 x
Set Next / Weekly Team Meetings 1/29/2013 x
ay
ay
ay
ay
ay
ay
ay
ay
11-Feb
28-Feb
18-Feb
19-Feb
20-Feb
21-Feb
22-Feb
25-Feb
26-Feb
27-Feb
Priority
ar
ar
ar
ar
ar
ar
ar
ar
ar
ar
ar
ar
ar
ar
ar
15-Apr
16-Apr
19-Apr
22-Apr
26-Apr
29-Apr
10-Apr
11-Apr
12-Apr
17-Apr
18-Apr
23-Apr
24-Apr
25-Apr
30-Apr
ay
ay
ay
ay
ay
ay
ay
13-M
15-M
21-M
11-M
12-M
14-M
15-M
18-M
19-M
20-M
21-M
22-M
25-M
26-M
27-M
28-M
29-M
10-M
13-M
14-M
16-M
17-M
20-M
ar
ar
ar
ar
ar
ar
2-Apr
3-Apr
4-Apr
9-Apr
1-Apr
5-Apr
8-Apr
1-M
7-M
2-M
3-M
9-M
4-M
5-M
6-M
8-M
1-M
6-M
7-M
8-M
WSB Staff Meeting 1/30/2013 x
OAC Meetings OAC OAC OAC OAC OAC OAC OAC OAC OAC OAC OAC OAC OAC
Review 8 week schedule 1/31/2013 x
Furniture programming meetings begin w/ CWC / WSB 1/30/2013 x x x
1 Site Retaining Walls A A A PD D PR PR PP/SA
Millwork programming meetings begin w/ URS/ WSB 1/31/2013 x x x
2 OfficePerformance
Structure Space designer kickoff A S meeting
D PD D D PR PR PR PP/SA
3 Warehouse
Get Structure
equipment / Roof drain cuts
concept (monitors)
A A from
P A SWSB
D PD D D PR PR PR PP/SA
4 OfficeDevelop
Underflr Air vs Cltypical
g w/ MEP Acoust Impact
workstation concepts-furniture
A A A A S S D D D PD D D PR PR PP/SA x x x
Present
5 HVAC Systems typical workstation concepts-furniture
A A A A A S S S S S S D D PD D D PR PR 2/8/2013
PP/SA x x x
6 InteriReview
ors Ceiling & Liapprove
ghting Options workstation concepts S S furniture
S S S S S D D D D D D PD PR PR PR PR PP/SA x x
Do furniture DD / Complete
7 Exterior Wall System: Precast vs Brick & Fenes furn plan
A A A P S S S S S S S S D D D D D D2/15/2013
PD PR PR PR PR PP/SA x x x x x
Process furniture orders 3/1/2013
8 Electrical Concepts A A A A A S S S S S S S D D D D D D PD PR PR PR PR PP/SA
Develop typical workstation concepts-millwork x x x
9 Structural Systems A A A A A A A A A A A A A A A A A S D PD D D PR PR PP/SA
Present typical workstation concepts-millwork 2/6/2013 x x x x
10 Curtainwall vs Storefront
Review approve workstation concepts millwork A A S S S S S D D D D PD D D PR PR PP/SA
x x x
11 InteriDo
or & Main Street DesignDD
millwork Concepts
/ completeS millwork
S S S S Splan
S S S S S S S S S S S D2/15/2013
D D D D D PD PR PR PR PR PP/SA x x x x x
12 Sunshades
Present at South color
Glass and finishes pallette concepts A2/22/2013
A A A S S D D D D D PD PR PR PR PR PP/SA x x
13 SkyligReview
hts / Daylightinand
g Studyapprove color and finish concepts A A A A S S D D D D D PD PR PR PR PR PP/SA x x
CASE STUDY: MERCEDES-BENZ STADIUM
VA Scheduling
VA Incorporation Management Log
“This is excellent. If you get this done I want your autograph!

I’ve been in the business for 40 years and I’ve never seen
anybody achieve the kind of VA Realization we need here.”
Owner’s Rep (before 94% VA Realization on $130M)

CASE STUDY: MERCEDES-BENZ STADIUM)
Design Coordination (BIM)
NSP 7.30.2014 Updated Legend:
Design / Trades "Vertical" Coordination Schedule To Support Construction Schedule AE Design Models posted to 360 Glue Signed off Coordinated Model re-Posted to 360 Glue/ Docts Reissued As Reqd
IFC Documents Issued for Concrete Structure did not include required slab penetrations, sleeves, shafts, escalators, elevators, embeds, dimensions etc. required to support Construction Schedule for Concrete Vertical Coordination Meetings in Atl. Attendees: All Design disciplines, All Trades, HHRM Overhead Coordination: Attendees-Trades & HHRM; Design Team via WebEx/As Reqd.
pours. To provide coordinated, complete IFC documents for Concrete construction, live, integrated, design and trades coordination sessions are required to coordinate Documents and BIM Models. To support 2
concurrent concrete crews and concrete sequence, 2 sequential sessions are required to coordinate 1/2 of the building (2 segments) with responsible design, trade contractor and BIM coordination personnel in a Documentation / Model Update (& Contingency Day for additional coordination if reqd.) F AE Plan Freeze
series of weekly coordination cycles. Live coordination meetings will occur at the NSP Jobsite. (Shaded amber below). Vertical Coordination cycles occur typically at 2 week intervals.
Preliminary draft: Dates are approximate - subject to change per Construction Schedule updates, coordination duration needs or design schedule aggregation.
Schedule shows vertical coordination. Continous, ongoing horizontal / overhead / MEP / structural coordination for each segment follows in alternate weeks. 2014
1 2 3 4 5 August September October
Segment Floor Grid Lines AE Plan Freeze AE Design Coordination / Coordination / Confirm Issue Signed Off /
"F" Models Posted Collision Collision Resolutions / Coord. Model Re-
10/15/2014
10/10/2014
10/13/2014
10/14/2014
10/16/2014
to BIM 360 Glue Detection Detection Update Models / Posted to BIM
8/13/2014
8/14/2014
8/15/2014
8/18/2014
8/19/2014
8/20/2014
8/21/2014
8/22/2014
8/25/2014
8/26/2014
8/27/2014
8/28/2014
8/29/2014
9/10/2014
9/12/2014
9/15/2014
9/16/2014
9/17/2014
9/18/2014
9/19/2014
9/22/2014
9/23/2014
9/24/2014
9/25/2014
9/26/2014
9/29/2014
9/30/2014
10/2/2014
10/3/2014
10/6/2014
10/7/2014
10/8/2014
10/9/2014
8/11/2014
8/12/2014
9/11/2014
10/1/2014
8/4/2014
8/5/2014
8/6/2014
8/7/2014
8/8/2014
9/2/2014
9/3/2014
9/4/2014
9/8/2014
9/9/2014
9/1/2014
9/5/2014
Meetings -Start Meetings -Stop Correct Docts 360 Glue /
Reissue IFCs
West Admin 01/02 53 Line to 9 Line 8/4/2014 8/5/2014 8/6/2014 8/7/2014 8/8/2014 F 1 2 3 4 5 Overhead Coordination
North Admin 01/02 9 Line to 25 Line 8/4/2014 8/5/2014 8/6/2014 8/7/2014 8/8/2014 F 1 2 3 4 5 Overhead Coordination
West Concourse 01 53 Line to 9 Line 8/11/2014 8/12/2014 8/13/2014 8/14/2014 8/15/2014 F 1 2 3 4 5 Overhead Coordination
North Concourse 01 9 Line to 25 Line 8/11/2014 8/12/2014 8/13/2014 8/14/2014 8/15/2014 F 1 2 3 4 5 Overhead Coordination
West Lower Suite 53 Line to 9 Line 8/25/2014 8/26/2014 8/27/2014 8/28/2014 8/29/2014 F 1 2 3 4 5 Overhead Coordination
North Lower Suite 9 Line to 25 Line 8/25/2014 8/26/2014 8/27/2014 8/28/2014 8/29/2014 F 1 2 3 4 5 Overhead Coordination
West Upper Suite 53 Line to 9 Line 9/22/2014 9/23/2014 9/24/2014 9/25/2014 9/26/2014 F 1 2 3 4 5 Overhead Coordination
North Upper Suite 9 Line to 25 Line 9/22/2014 9/23/2014 9/24/2014 9/25/2014 9/26/2014 F 1 2 3 4 5 Overhead Coordination
West Top Row 53 Line to 9 Line 10/20/2014 10/21/2014 10/22/2014 10/23/2014 10/24/2014 F
North Upper Mezzanine 9 Line to 25 Line 10/20/2014 10/21/2014 10/22/2014 10/23/2014 10/24/2014 F
North Top Row 9 Line to 25 Line 11/3/2014 11/4/2014 11/5/2014 11/6/2014 11/7/2014
East Admin 01/02 25 Line to 39 Line 10/27/2014 10/28/2014 10/29/2014 10/30/2014 10/31/2014
South Admin01/02 39 Line to 53 Line 11/3/2014 11/4/2014 11/5/2014 11/6/2014 11/7/2014
East Concourse 01 25 Line to 39 Line 11/10/2014 11/11/2014 11/12/2014 11/13/2014 11/14/2014
South Concourse 01 39 Line to 53 Line 11/17/2014 11/18/2014 11/19/2014 11/20/2014 11/21/2014
East Lower Suite 25 Line to 39 Line 11/24/2014 11/25/2014 11/26/2014 11/27/2014 11/28/2014
South Lower Suite 39 Line to 53 Line 12/1/2014 12/2/2014 12/3/2014 12/4/2014 12/5/2014
East Upper Suite 25 Line to 39 Line 12/22/2014 12/23/2014 12/24/2014 12/25/2014 12/26/2014
South Upper Suite 39 Line to 53 Line 12/29/2014 12/30/2014 12/31/2014 1/1/2015 1/2/2015
East Top Row 25 Line to 39 Line 1/19/2015 1/20/2015 1/21/2015 1/22/2015 1/23/2015
South Upper Mezzanine 39 Line to 53 Line 1/26/2015 1/27/2015 1/28/2015 1/29/2015 1/30/2015
CASE STUDY: MERCEDES-BENZ STADIUM)
Documents: Interdisciplinary Coordination
Manage Owners & Uncertainty…Drive Decisions
MBS 10/26/2015 17 Dec'ns Req'd (Base Bldg) 1 Decision OAAs Pending 16 Past Due (Decision Exposures) 4 Default Decisions Made
"ODC" Owner Decision & Design Completion Log 7 Dec'ns Req'd (FF&E + Sponsorship) 26 Bulletin Decision Items IFC Releases Pending 19 Items Closed / Decisions Made
by Construction Field Need Dates - Tracks Decisions & Required Design Info, (Not Including full
24detail
Totalfor
Decisions
Sponsorship,
Outstanding
FFE, Steel
(Baseet Building
al) + Sponsorship + FFE) 6 Substitution Request / Shop Dwgs Pending (HOK/HHRM) Field Need Dates
Definitions: "Decision Exposures": Items Highlighted in Red (i.e. past due decisions or missing design information which do not support construction field need dates per schedule, and will result in additional cost, schedule, retrofit and/or other impacts.). "Default Decisions" are decisions not provided in time - HHRM clarified direction to support schedule.
Identification Action: Owner Decisions Action: Bulletins & Design Completion Field Need Decision Status Bulletin Status
Item Decision / Design Completion / Revision Title Owner Decision Date Decision Date OAA Pending Bulletin # Bulletin Date Bulletin Date Bulletin IFC Subst Req / Next Action / Notes / Ball In Court / Decision Path OOwner Float Days Decisio
Default Decisions
Default Answer
No. Decision Target Actual Target Actual Items Status Shop Dwg / wDecision n
Design Info
Reqd? (Pending / RFI Pending nReqd Date Status
Issued) e(per Field
Sttus
r Need)
1 Combined Owner's Suites (#9 + #10) Mercedes-Benz 9/20/2015 9/20/2015 Bull 104 11/12/2015 Bull Pending 10/5 - Bulletin 104 / date 11/12. 9/20/2015 36 Days Closed
2 VIP Canopy YES 10/28/2015 TBD TBD Bull Pending 8/12 Additional option request from Darden 8/21/2015 66 Days Late
9/26 - TVS doing rev. renderings for Dale to present to AMB.
10/5 - DC send Scott latest renderings. Need DC approval
10/12 - Dale coord w Design Team & Falcons this wk to get final renderings /
approval to present to AMB.
4 Floor finishes 10/22/2015 10/26/2015 TBD TBD Bull Pending 10/2 - Open due to site visit end Oct. Product still in debate. 9/20/2015 36 Days Closed
10/5 - Site Visit 10/21-10/22. HHRM concerned re: schedule & drywall substrate.
HOK review product data / prep / compatibility of ad. matls.
10/12 - HHRM / LeFevre/Baumgardt plugging dates
10/13 - 10/23 decision promised after trip
10/26 - Restrooms MMA; Concessions Ucrete and Main Kitchen Ucrete. Need
revised spec, base details, transition details, floor finish plans. Prem US - Gary
Rader is SubContractor in Orlando.

ACTIONS
ACTIONS : PROJECT KICKOFF / ANALYSIS
Meeting Date / Day: 1/26/16 Monday Meeting Location: Building Name Here
Client: Client Name Here Building Address: TBD
Project: Project Building Name Here Floor/Room/Phone: TBD
Project Location: City, State Start Time: 9:00 AM Time Zone Here
Architect: AE Name Here End Time: 4:00 PM Time Zone Here
Phase: Project Definition / Predesign / Planning Call In No. / Passcode: TBD
Agenda Project Analysis Kickoff Meeting
A: People (Who is here? ...)

Attendees Organization / Functional Area Individuals
B: Purpose (Why We're Here, What We're Trying To Accomplish...)

8:00 AM Introduction
Speaker Name Here / Mission / Overview Review Agenda, Organizations, Roles, Responsibilities, Constituents, Concerns
8:30 AM Goals
Speaker Name Here / Objectives Project: Design & Construction (Owner/Designer/Builder)
Meeting: Project Definition (Program, Scope, Budget, Schedule, Documents)
8:45 AM Communication
Speaker Name Here Collaborative Organization, Conflict Resolution
C: Project (Project Analysis & Project Design Controls: What We Know and Will Manage To: Facts, Needs, Limits, Constraints...)
9:00 AM Background
Speaker Name Here Introduction, Project History, Orientation
9:30 AM Program
Speaker Name Here Areas: Net, Departmental, Gross, Expansion
10:00 AM Budget
Speaker Name Here Construction, Total, Contingency, FFE, Base, Tenant, Cost Model
10:30 AM Scope
Speaker Name Here Site, Building, Systems, CSI Checklist
11:00 AM Schedule
Speaker Name Here Target Dates, Overall Project Schedule, Key Milestones & Decisions
11:30 AM Documents
Speaker Name Here Documents & Constructability Reviews
12:00 Noon Lunch / Worksession Team Update / Issues
D: Possibilities (Potential Options, Solutions, Iterations, Test Fits, Opportunities, Possibilities ...)
12:30 PM Design
Speaker Name Here Options Exploration Site, Building Plan Options, Section, Engineering Systems
1:30 PM Site
Speaker Name Here / Civil / Land / Real Estate Site Test Fit, Parking, Zoning, Hydrology, Permitting, Property
E: Plan (What Tools & Processes Will We Use? How We'll Get It Done Over The Coming Weeks. Who Does What, When…)
2:00 PM Process
Speaker Name Here Analysis / Work Plan Develop Team Workplan including reviews, pricing approvals
2:30 PM Construction
Speaker Name Here / Purchasing Long Lead Items / Design / Purchasing Coordination Schedule
3:00 PM Management
Speaker Name Here Team Meeting Exception Report Update On:
3:30 PM Breakout Sessions

Speaker Name Here Arch, Elec, Mech, etc, Work Groups, Detail Sessions as required
4:00 PM Summary
Speaker Name Here / Next Meeting / Adjourn Decisions / Approvals / Action Items
ACTIONS : PROJECT DESIGN CONTROLS
Program Budget Scope Schedule Documents
Trust Collaboration Relationships
2
Option Analysis Value Analysis & Incorporation
Change
Change
Owner Decision Support Consultant Coordination
1 Digital Infrastructure Project Planning Roles & Responsibilities

BIM / Mobile Computing Communication Protocols Processes
Project Systems
Project Analysis Kickoff Meeting
© Michael LeFevre Holder Construction Company 2015

ACTIONS : DESIGN COMPLETION SCHEDULE
ACTIONS : DESIGN PENDING ITEMS LOG
ACTIONS : SKILLS
Current Capabilities ?
Training Required ?
Partners / Alliances ?
Ability / Threat ?
Outsource ?
BIM ?
Software ?
Hardware ?
Infrastructure ?
Training ?
Financial ?
Procurement ?
Vision ?
© Michael LeFevre/ J. Platz, Holder Construction 2007

ACTIONS : COLLABORATION
LEADERSHIP / COURAGE

ACTIONS : ENEMIES
“Your Company Needs An Enemy”

Gregory Ciotti, Fast Company
ACTIONS : FRIENDS
ACTIONS : MOMENTUM
YOUR FIRM: TAKING ACTION
YOU: DOING SOMETHING, CHANGING…
PROFESSION, PARTNERS, INDUSTRY, CLIENTS

ACTIONS : DESIGNER / CM COLLABORATION
$
$

MANAGING DESIGN !
(And No More Morons)
NO MORE SIN
?
PROBLEM .
NO MORE SUFFERING
SCENARIOS . SYMPTOMS. FORCES .
CULTURAL. PROFESSIONAL. TECHNOLOGICAL. SOCIO-ECONOMIC. ENVIRONMENTAL
REDEMPTION > COLLABORATION!!!

SOLUTIONS . ACTIONS .
Michael LeFevre FAIA, NCARB, LEED AP BD+C mlefevre@holder.com
Vice President, Planning & Design Support
Holder Construction Company Atlanta | Charlotte | Dallas | Phoenix | San Jose | Washington DC

Lecture 4 - LeFevre - Managing Design and Other Oxymorons

Uploaded by

Copyright:

Available Formats

You might also like

Lecture 4 - LeFevre - Managing Design and Other Oxymorons

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Lecture 4 - LeFevre - Managing Design and Other Oxymorons

Uploaded by

Copyright:

Available Formats

MANAGING DESIGN ?

(And Other Oxymorons)

“CAN YOU TELL US THE

“OH, I HAVENT THOUGHT

“CAN YOU TELL US THE

“OH ,WE HAVENT THOUGHT

“WE’LL, THE END DATE’S

“WE’LL JUST LET THE

“YEAH! HANDLE IT WITH RFI’S… IN

“CAN YOU TELL US THE

“OH, I HAVENT THOUGHT

© Michael LeFevre, Holder Construction 2016

Circa 1900 Circa 2000

© Michael LeFevre, Holder Construction 2013

Time External Forces

BIM / Info Technology

WWII CADD PC WWW BIM

Sustainability (Design, Construction, Mfg….)

IR ENERGY PC WWW LEED/USGBC

Integrated Practice / Project Delivery / Integrated Design Process

© Michael LeFevre, Holder Construction 2008

© Danielle LeFevre, Age 7

ARCHITECTURE Lord, Aeck, Sargent, 1992

Photos: Jonathan Hillyer

 40% Over Budget

Frank Lloyd Wright

“Mr. Wolf”, Pulp Fiction

We Think Owners / Contractors Think

Push The Edge It’s My Money.

We Think Owners / Contractors Think

Next Spring…… Monday, 8:00 AM

Architects Contractors GIT ‘ER DONE !

Designers Bricks & Mortar

1 The Mindset or Paradigm

© Michael LeFevre, Holder Construction 2013

Flint RiverQuarium Albany, GA

World of Coca Cola, Atlanta, GA

Digital Mockup of Mockup Verified Scope,

Composite Navisworks Model

Photos: Bill Timmerman

Freeport McMorran Tower, Phoenix, AZ

Faculty Office QA Model

Structural Tree Model

Composite Model Light Scoop Coffer Model

Clemson Lee Hall III Clemson, SC

• BD • BIM • Project Delivery

 Incomplete, Uncoordinated Documents

 Value Analysis, Repeat Pricing & Re-design

 Design “Ownership”, Understanding, Skills

 Fee / Morale Erosion

For Holder Preconstruction & Operations Associates, Customers & Partners

Defining & Documenting Project Systems Type, Intent and Extent to

© Michael LeFevre, Holder Construction 2005

• Small Scale Diagrams

• Short Outline Product Designations

Traditional “Drawings” ScopeDoc “Diagrams”

2x4 Lay In Ceiling

Exposed Ceiling Painted