Jack Ricketts says it isn’t currently known how long digitising the planning process will take because of the financial investment required.
Although this might sound obvious, it’s a long way from what actually happens in a lot of situations, which aren’t Design to Value led.Typically, clients spend a lot of time thinking about what they want out of a building.
They try to formulate the solution as precisely as possible and then appoint a design consultant to turn that into a good design.Stakeholders are consulted along the way and experts review the design at certain points, but have little control over a concept that is put forward by the lead designer and is not always based on a full understanding of all relevant aspects.Changes in the design are discouraged because that only leads to delay..
This is understandable, but it’s a missed opportunity.It’s wrong to think of designers as glorified technicians who turn project briefs into drawings and specifications that can be handed over to a contractor.
The real challenge, and where designers can help their clients best, is to engage with stakeholders and come up with creative solutions that form the basis of the brief for a successful project.
This is true Design to Value and adopting such an approach in conjunction with Modern Methods of Construction is transformational..Project management is often focused on physical scope change and can be blind to shifts in approach and people dynamics which can have profound impacts..
If market demand starts to increase, is there an opportunity to take advantage or vice versa.If a construction partner finds a cheaper way to deliver a part of the project does that put holistic value at risk or maybe it allows investment elsewhere where more value can be delivered.. As design moves towards construction and beyond, an.
approach needs to ensure that all parties are doing the job that fits their capability best and decisions are made with a focus on delivering shared value, to client, the client’s customers, the widest project team and society.. Of course, the way the work is contracted needs to be aligned to sharing value, of which financial risks and opportunities play a significant role; but that is another story….Professor John Dyson spent more than 25 years at GlaxoSmithKline, eventually ending his career as VP, Head of Capital Strategy and Design, where he focussed on developing a long-term strategic approach to asset management..