Once the team has settled on a business and contract model, the team agrees on a procedure for frequent and effective collaboration. One outcome of the kick-off meeting should be to identify the subteams in charge of organizing and executing specific tasks, and assign responsibility for tracking progress in relation to green performance goals. Team members may work on the respective issues of their specialty separately but reassemble for a deep discussion with the whole team at targeted points. The team develops a project roadmap for each period of time between each meeting and schedules smaller meetings for targeted subgroups where there are likely to be synergies. The Integrative Process (IP) ANSI Consensus National Standard Guide (Institute for Market Transformation to Sustainability 2012) offers a model for establishing this process and direction for preparing each workshop and selecting collaborating teams. For example, in the Oregon State Capitol Renovation project (Oregon Legislature 2013), the team divided into cluster teams called site, structure, enclosure, interior construction, other furniture, fixtures and equipment, and mechanical, electrical, and plumbing/information technology. Planning the approximate number of meetings results in more accurate fees and establishes clear expectations for what ‘integrative’ actually means. Assigning the preparation work that must be done before each meeting helps to avoid duplicated efforts and spell out individual esponsibilities.
Case Study: Lion’s Gate Wastewater Treatment Plant
"Architecture firms that have followed their project roadmap report 30–35 percent less time spent in the construction/documentation phase. ” – John Boecker, 7group
While the team develops the project roadmap, it is also a good time to establish communication norms so that the necessary people are included in making decisions. These norms might include establishing rules about communications made via email or in-person, using Web-based project management tools, or using a joint work location. Co-location has been found to generate significant time and cost savings, but if full co-location is not possible, compromises include colocating for part of the week or allowing consultants to work on other projects while they are in the shared space.
Case Study: Rocky Mountain Institute Innovation Center
Building Information Modeling (BIM) is a set of digital design and execution tools that can be shared by a team, saving time and money. According to a 2007 Stanford study, BIM provides an estimated 40 percent reduction in unbudgeted changes, provides cost estimates within three percent of traditional estimates (but generating the estimate 80 percent faster), results in contract savings up to 10 percent with the use of clash detection, and reduces project time by seven percent (CIFE 2007). If it is set up appropriately, BIM also facilitates performance simulations that are important for verifying that the project is on track to meet green goals.
Building Information Models are platforms for collaboration; they lead naturally to intensive communication and interdependence. ” – Howard Ashcraft, Hanson Bridgett LLP