“Simplicity is the ultimate sophistication.”Leonardo da Vinci
“Simplicity” is the inevitable result of a necessity. Overcomplicated Design, Construction and Planning systems are everywhere. The traditional construction project is organized into three “camps” with diverse interests that sometimes converge and other times are opposed: owner, designer and contractor. Project participants come into their camps at various times during the project, with designers coming on early, construction managers (if any) coming on in mid- design, and general and trade contractors coming on after design is substantially complete. Project communications typically reflect contractual lines, so that a trade contractor’s issues flow up to the GC, over to the architect or owner, and if needed, down to the design consultant having the answer.
This resulting in many developers feeling their project controls were not adequate, citing project management and cost controls as areas most in need of improvement:
- Project definition by drawings that are more complete to build the project.
- Each party in the project protects its own turf.
- Complete disregard of the creation and delivery of value.
- Poor coordination/Collaboration among team members.
- Many projects are running behind schedule.
- There is little learning and repetitive failures.
- General mistrust of the integrity in the construction process.
- “Gray” scope areas resulting in extra costs and delays.
- Owner decision-making responsiveness.