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Permission to Build Granted

This presentation focuses on developing best practices for the design of libraries, including data mining, analysis, schematic design, and detail design. It also emphasizes the importance of collaboration between the design community, staff, and board.

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Permission to Build Granted

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Presentation Transcript

  1. Permission to Build Granted Yikes! Yeah! OLA Session #515 Super Conference 2015

  2. Developing the Design Data Mining and Analysis

  3. Developing the Design Library Trends

  4. Developing the Design Best Practices

  5. Developing the Design Community-Staff-Board Collaboration

  6. Developing the Design “If you don’t know where you are going you may wind up somewhere else” – Yogi Berra Define Your Vision

  7. Developing the Design Schematic Design – Adjacencies

  8. Developing the Design Schematic Design

  9. Developing the Design Room Data Sheets

  10. Developing the Design Detail Design

  11. Developing the Design Influence on Outcome and Cost of Changes

  12. Budget The VPL Experience • Construction estimate $359 per square foot • Plus tax 1.76% • Plus contingencies • Plus consultants, permits, studies • Plus City commitments • Total Construction in Vaughan $500 per square foot Don’t forget additional costs: • Design, land, furniture, fixtures & equipment, communication & hardware, collection, etc………

  13. Project Management • Project Management revolves around managing the 3 interrelated constraints that exist in every project: • Cost: Defining the project’s budget and staying within it • Scope: Making sure that the scope matches the budget • Schedule: usually the flex component, in that it adjusts to the other two constraints. • On a large construction project, like a new Library, there are a multitude of stakeholders, and each tends to “pull” towards the constraint that it holds “near and dear”. • As a result, a Project Manager is often equated to a conductor who is trying to get an orchestra to play the same tune, while the musicians are inclined to interpret the notes differently.

  14. Managing the Constraints • The three constraints manifest themselves throughout the Project: during design, tender and construction • It is essential to put mechanisms in place to address the risk that is associated with these constraints • Not managing the constraints tends to have a snowball effect and will lead to project failure: • Over budget • Reduced scope and/or quality • Significant delays in delivery

  15. Project Failure can happen when: • This is what the Client wants: • But this is what the Client budgeted for:

  16. Project Failure can also occur here: • The progress that the Client envisions: • The progress that the scope dictates:

  17. So, what can we do to avoid Project Failure? • Or, how to turn this: • Into this:

  18. Always Manage Expectationsyou can’t satisfy all constraints equally, and you will likely not always satisfy all stakeholders:

  19. Communication between Stakeholders This is the key for avoiding misaligned expectations • From project inception, understand who the project stakeholders are, and what are their motivations and constraints: • Mayor and Council • The Public • Libraries staff • Operational staff • Finance • Always under promise and over deliver. Never the other way around!

  20. Select Vendors Carefully Selecting Contractors for example: • For projects of certain magnitude, a prequalification is recommended, and it is done through the Purchasing Department. • The prequalification should be done systematically and based on the submissions that are made. • It’s important to know that once the prequalification list has been determined, the tender will be awarded to the lowest bidder, and therefore: • Everyone on the project team must be satisfied that any of the prequalified contractors can deliver the project successfully.

  21. Contingency is a must have, not a nice to have Diligently manage the contingency, because no one in construction works for free!

  22. Appoint a Project Sponsor Appoint a Project Sponsor so that tough decisions can be made when the project gets stuck! Remember: the Project Sponsor must have the authority to make decisions, but also be approachable.

  23. Most Importantly: Make sure that all Project Stakeholders Share a Common Goal:

  24. Celebrations! • Site Dedication • Groundbreaking • Topping Off Ceremony • Official Opening • Unofficially more frequently with staff

  25. Closing Comments Don’t strive for perfection as perfection is constantly changing. Enjoy the experience!

  26. Margie Singleton Chief Executive OfficerVAUGHAN PUBLIC LIBRARIEST 906 653 7323 x 4101margie.singleton@vaughan.ca Peter Duckworth-PilkingtonPrincipalZAS ARCHITECTS + INTERIORST 416 979 9834 x 249pduckworth@zasa.com Michael Shatil Director, Buildings & FacilitiesCITY OF VAUGHAN T 905 832 8560 x 8173 michael.shatil@vaughan.ca

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