This included different production schedules and whether transport timings were included, to test sensitivity of the system to these inputs.
repeatedly moves the conversation and enables both parties to imagine other scenarios; not burying the facility underground and instead building it above ground, for instance.This persistent question-asking can unlock the project, opening it up to a previously unthought of solution.
Stripping away previous knowledge, questioning potentially inefficient systems and modalities, is what is needed to allow these kinds of conversations to take place..This is the challenge to traditional design processes, which can be quite turgid and passive: a brief is stated and a firm contends with whether they can deliver the predefined needs of the client.Interrogating the brief is not part of the process.. Elevating and liberating the brief into a problem statement is an essential part of the work and the design process of Design to Value.
Collaborating to establish a set of working methods, goals and value drivers creates clarity of purpose from the start.It creates opportunity.. To purchase this book, visit., Asia-Pacific Lead at Bryden Wood, talks to.
, Director of Integration at.
and MMC Lead for the.For me, there are a number of foundations that make IPD valuable: -.
Each party does what they are best at and this includes the client.Having spent many years in projects I realised that our allocation of work is so often skewed by a mode of thinking and processes that ultimately destroys value.
We design detailed pipework with a one-stop-shop engineering company only to go through the ignominy of having it completely redesigned by the fabricator with the knowledge of manufacturing and construction.We allow designers to make educated guesses for design decisions only for subject matter experts to critique and change.
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