Design to Value.
These ecosystem-conditions, design-features, delivery and operational principles; along with construction approaches, e.g.DfMA, will represent the decisions required to hold onto and deliver the value.. Somebody.
needs to watch these carefully.. That does not mean that they will not or cannot be changed, it does mean that any shifting of the cornerstones is picked up quickly and holistic problem solving is kicked-off to retain or increase the value.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..
While there, he engaged Bryden Wood and together they developed the Front End Factory, a collaborative endeavour to explore how to turn purpose and strategy into the right projects – which paved the way for Design to Value.From designing the brief to considering how elements should be delivered on site to how best to engage the supply chain to how to repurpose existing technology – these things were always central to the Design to Value thinking, even before being labelled as such.. Design to Value purports that the front-end of the project needs to focus on developing data to support decision making at all stages of a meandering process – where each decision step is influenced by the one before.
This has to be done on a project-by-project basis because decisions vary accordingly, demanding different amounts and kinds of work and design elements.Fundamental questions of viability and value must be asked early and answered using data-driven modelling and schematics..
Sitting with the client and asking questions forms the basis of every project that follows a Design to Value approach.Rather than proposing a building to a client who in turn decides if they (a) like the idea and (b) can afford it, Design to Value first asks What is it that you need?