Create The Future

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Create the Future imagines a more comprehensive and team based approach to doing projects. It proposes a more iterative, feedback loop system that involves all members of a team throughout the process.

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Create The Future

  1. 1. LIGHTHOUSE ADVISORS Create the Future We believe it is time to shift our focus from “Rules of Engagement” to “A Covenant of Stewardship.”
  2. 2. LIGHTHOUSE ADVISORS By Making Changes
  3. 3. LIGHTHOUSE ADVISORS Revolutionize
  4. 4. LIGHTHOUSE ADVISORS Vision • Position ourselves in those industries in which we can be best in class. • Maintain a commitment to entrepreneurial ventures through R&D. • Support passion and excitement in every employee.
  5. 5. LIGHTHOUSE ADVISORS We embrace this goal Reduce project delivery time by as much as 50% and perhaps achieve equivalent reductions in project costs.
  6. 6. LIGHTHOUSE ADVISORS Where are the costs? EVERYWHERE.
  7. 7. LIGHTHOUSE ADVISORS What affects the costs? Fundamental factors • Function: “My basic need” • Envelop: “Keeping the rain out” • Money: “Baseline costs” • Schedule: “When can it be done?”
  8. 8. LIGHTHOUSE ADVISORS What affects the costs? Subjective factors • Function – Program, planning • Envelop – Design, image, materials • Money – Changes, mistakes • Schedule
  9. 9. LIGHTHOUSE ADVISORS Where is the waste? • Within each process • Lack of shared clear definition • Continued fragmentation • Within the handoffs • Lack of empathy among parties • Lack of common language (communications, attitudes, translation, agendas)
  10. 10. LIGHTHOUSE ADVISORS Present: Thinking and acting separately Action 1 Handoff Action 2
  11. 11. LIGHTHOUSE ADVISORS Present: Thinking and acting separately Needs Design Construction Owner ContractorA/E Team Owner Occupancy
  12. 12. LIGHTHOUSE ADVISORS Cost Benefit of Decision Timing 0 20 40 60 80 100 120 1 2 3 4 5 6 7 8 Time $
  13. 13. LIGHTHOUSE ADVISORS Cost of Making Changes 0 20 40 60 80 100 120 1 2 3 4 5 6 7 8 Time $
  14. 14. LIGHTHOUSE ADVISORS The result?
  15. 15. LIGHTHOUSE ADVISORS Future: Thinking and acting together • Major decisions made collectively at the beginning. • Concurrent thinking at all times. • Coordinated actions based on a common language. • Work product upstream affected by needs downstream.
  16. 16. LIGHTHOUSE ADVISORS Future: Concurrent thinking Owner Architect Engineers SubsManufacturers Occupant Contractor Major decisions reached by concurrent thinking during the Definition Phase of the project =
  17. 17. LIGHTHOUSE ADVISORS Future: the Definition Phase • Define Intent – What is the problem? – What’s required to solve the problem? – What are the appropriate solutions? – What are the goals? • Define Parameters – Programmatic – Operational – Building Performance – Image – Communication protocols
  18. 18. LIGHTHOUSE ADVISORS Future: Coordinated Actions Major decisions reached by concurrent thinking Needs Design Engineering Suppliers Construction
  19. 19. LIGHTHOUSE ADVISORS Future: Common Language Needs Design Engineering Coordinated instructions Required information Suppliers Construction
  20. 20. LIGHTHOUSE ADVISORS The Future Needs Design Engineering Coordinated instructions Required information Suppliers Construction
  21. 21. LIGHTHOUSE ADVISORS The Future: Clear, Concurrent, Coordinated & Common Needs Design Engineering Coordinated instructions Required information Suppliers Construction
  22. 22. LIGHTHOUSE ADVISORS Oh, Happy Days!
  23. 23. LIGHTHOUSE ADVISORS Implementation • Establish A/E and C alliance • Assemble joint prototype team • Identify building sector • Create models and measures • Find best candidate client • Establish three-way alliance
  24. 24. LIGHTHOUSE ADVISORS Implementation • Define 3 sequential projects • Apply model to Project 1 • Review/test/evaluate/revise • Apply revised model to Project 2 • Review/test/evaluate/revise • Apply revised model to Project 3
  25. 25. LIGHTHOUSE ADVISORS Which industries? • Pharmaceuticals • Hi-Tech R&D and Manufacturing • Telecommunications • Schools • Laboratories “Position ourselves in those industries in which we can be best in class.”
  26. 26. LIGHTHOUSE ADVISORS Where do we find the 50%? • Uneducated owners. • Polarized participants. • No clarity, buy-in or leveraged knowledge from the start. • Fragmented process; hand-offs rather than linkages. • Lack of empathy. • Redundant work. • Attitude “Reduce project delivery time by 50%.”
  27. 27. LIGHTHOUSE ADVISORS How do we attack the “50%”? • Educate the Owner • Collectively make all major decisions up front; develop immersive imaging tools and real time relational databases. • Develop information flow linkages and common language. • Structure upstream work-product on the basis of downstream needs. • Cross-hire senior staff “Reduce project delivery time by 50%.”
  28. 28. LIGHTHOUSE ADVISORS How do we attack the 50%? • Collectively make all major decisions up front; develop immersive imaging tools and real time relational databases. • Develop information flow linkages and common language. • Structure upstream work-product on the basis of downstream needs. “Reduce project delivery time by 50%.”
  29. 29. LIGHTHOUSE ADVISORS A New Delivery Venture Customer Beck A/E/P A LONG TERMRELATIONSHIP Concurrent, Coordinated and Common
  30. 30. LIGHTHOUSE ADVISORS Life is Beautiful!!

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