Assembling A Collaborative Team - Other - Page 18
Assembling a Collaborative Project Team
•The additional project roles must be carefully considered to ensure that there
are no overlaps or gaps in the work being undertaken by the core project team
members and, more importantly, that the need and justification for the additional
roles are clear to the client.
•The relationship between the project lead and the lead designer is crucial. The
chemistry between these parties has to be perfect if the design stages are to be
productive and respond positively to the client’s goals and desired outcomes.
•The decision-making process has to be clarified. With the large number of
project team members it is vital to be clear about who decides what and when?
•The timing of the contractor’s involvement can vary. Determining this timing and
how the contractor’s role dovetails with those of the project lead and design
lead is therefore of paramount importance and fundamentally dictates the
procurement route.
•Specialist subcontractors can provide invaluable input and value engineering
contributions to the design process and the timing and extent of their
involvement is a crucial part of determining when the contractor comes on
board. This input may be informal at Stage 3 or facilitated by overlapping Stage
3 and Stage 4 activities.
•Digital design technologies allow more complex design solutions to be
developed quickly. Determining the nature of the project team early in the
process ensures that each member of the team is not only aware of their design
responsibilities and the level of detail to be produced at each stage but is also
well versed in the protocols, procedures and other processes that are essential
to the creation of an effective collaborative team.
Many clients who undertake multiple projects will have predefined ways of
assembling their project teams and, of course, developing a team for a smaller
project should be more straightforward. However, while both of these scenarios are
more likely to be applicable to the practice approach described in Chapter 3, the
tools set out later in this book can still provide an invaluable means of producing
the documents used to appoint project teams time and time again.
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