Knowledge and the Project

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Author Message Ralph Liebing, RA, CSI, CDT Senior Member Username: rliebing Post Number: 1252 Registered: 02-2003 Posted on Wednesday, July 13, 2011 - 09:05 am:    110713 KNOWLEDGE AND THE PROJECT by Ralph Liebing, RA, CSI, CDT, Cincinnati, OH What happens when a project that is supposed to be On time; on budget; on scope; properly functioning But becomes a project that is On time; on budget; on scope, NOT properly functioning? or, On time, on budget; OUT of scope; NOT properly functioning What if the root cause of the scope and function problems are seated in the lack of adequate time for adequate design and appropriate documentation, and/or documents that are unenforceable or left unenforced? Management of a professional design and documentation effort needs to be attuned both to the clients expectations, for the project, and the necessary effort that is required to provide the proper level of design attention and specific documentation to construct a project that meets those expectations. NO client can control all three of the aspects of the project— Cost; Scope; and Quality! Control of two of these by the client establishes parameters within the third. Usually, clients wish to maximize the project [Scope] and minimize price [Cost]-- with that the variant necessarily becomes Quality [perhaps the more extensive of the three due to the number of items involved]. This is aggravated when the client shortchanges the budget allotted for the project, but is unwilling to reduce the scope of the project. If uncompromising on this, the client further forces reduction in quality [to the point of not getting what is desired, or getting a poor iteration of the project]. This situation is further aggravated by the current practice of downgrading the level of professional involvement, and thereby tends to shift more design/documentation efforts onto the contractors—IF we are not very careful and allow this through a form of abdication in our specs. This is merely transferring the cost [perhaps at any elevated level] and compromising the project by having a third-hand involved that is not fully attuned t the project demands. It is HERE that construction knowledge is not handy, it is ESSENTIAL!! How can we retain the quality of the design concept and proper construction it by using alternative materials, equipment, systems, tools, devices, etc.? In addition the fundamental construction know ledge that we each have [in varying degrees] is crucial to adapting materials to conditions and use products in unusual configurations and ways. None of us know it all, BUT younger staffer, today, are coming into the profession with virtually no information about basic materials and system, less how they can be adapted or changed in use. That is bad! And is the place where we are now and unfortunately solidifying. Electronic production needs this information and is not able to produce it [even if downloaded from a computer. Manufacturers’ representatives are valuable resources, but far too busy to solve each of our problem WE NEED to get this information, education and training into young professionals. They need to know the overall “big” picture of some materials and information neigh on to minutia on others. Interesting minutia, but did you know this— http://www.masonryconstruction.com/industry-news-print.asp?sectionID=790&articleID=883613 Also the variable uses of “Acc-A-Pucky” and “Elasto-Masto-Plas”! Employers need to train for their own good. They are not getting highly sophisticated hires [from all schools and personal work purpose who can contribute technical input simply because the “construction knowledge” is relegated to a low priority, where it is thought of at all. It is easy to teach small segments of technical basics-- like the author has taught [at various firms] nearly 300 one-hour [lunch time; “munch and meditate”] sessions to young architectural students, graduates, interns or from other related backgrounds. The list grows! The good in all this are considerations like, 1] a low cost; 2] a direct benefit to the office good; 3] developing staffers whom can be retained, long-term. Simple! Hire; educate; train; call the reps! Knowledge, not just good design builds good, sound buildings!