2017-2018 Practice and Leadership

Renee Cheng, Professional Practice Class 32182

This course frames architects within the building industry now and in the future. Case examples show how design responds to present economic, ethical and contractual forces and how these might project forward to the future. Lectures and exercises encourage students to develop understanding of current practices and question where they can be transformed. § Context History and tradition are contrasted with rapidly changing contemporary practice. Topics include the future of architectural practice to achieve Architecture 2030 goals, Integrated Project Delivery (IPD), and data-based technology such as Building Information Modeling (BIM). § Research The relationship between academic and professional research is becoming ever more critical as the level of complexity in practice has grown. Topics include the nature of research, research typologies, and practice-based research. § Law and the Flow of Responsibilities Tracking the responsibilities of a professional architect throughout a project from request for proposals (RFP) to construction administration. Lectures will cover challenges in understanding the legal role of the architect in light of changing project delivery methods, building production and performance criteria. § Collaboration, Leadership and the Flow of Relationships Collaborative practices and their implications on interdisciplinary work, authorship and other possible areas of negotiation and tension. Case examples will be used to illustrate how stakeholders communicate and resolve issues. § Data and the Flow of Information Case examples will illustrate how information is formed, tracked and communicated in the form of construction documents and management of changes over time, particularly in the context of data-driven technology and digital media. § Finances and the Flow of Money Economic forces shape building development at multiple scales. Topics include basic mechanisms of financing and relate their effects to patterns of development, cost management in traditional and integrated project delivery methods. Title: Arch 5621: Professional Practice required fall semester course for graduate professional students. For those student with non-pre-professional degrees, course is taken in the second year of the three year M.Arch. For students with B.S. degrees, course taken in the first year of the two year M.Arch program

ACSA Awards Practice and Leadership Award Entry: Professional Practice nominated by Renée Cheng, FAIA, Professor, School of Architecture College of Design, University of Minnesota PROJECT DELIVERY METHOD: CONSTRUCTION MANAGER AT RISK

The UROC project used a Construction Manager at Risk delivery method. Prior to the selection of the design team, the owner had established a budget and a rough square footage of program. After selecting the architect through a competitive proposal and interview process, they worked together to develop an optimal schematic plan. At this early point, an RFP was sent out for construction managers and the team of Stahl and MN BEST were selected, binding them to their promise to build the project for a set cost. They made early commitments on large subcontracts such as plumbing, electrical, and HVAC, while all other contracts were competitively bid and selected based on proven ability, targeted business quali cations, and price. Construction was a standard, sequential process. Because the price was guaranteed before design was complete, the construction manager was taking a risk that they would exceed the  xed budget, in which case they would have to pay for the difference themselves. In this case, it worked well for everybody, since the owner, design team, and construction team worked together to make sure they stayed on budget. Near the end of construction they were still under budget. However, when the team engineer could not  gure out the grading for parking drainage, Stahl brought in an outside engineer with the extra budget money. The  nal project came in exactly at budget.

cm at risk info TEACHING NEXT GENERATION PRACTICE, NEXT GENERATION LEADERS PROJECT DELIVERY METHOD• : guaranteesCONSTRUCTION maximum price MANAGER before designAT isRISK  nished • involves construction manager earlier in design process as a consultant The UROC project used a Construction• architect Manager plays a largeat Risk role delivery at the beginning method. of Priorthe process to the and selection a smaller of role the at design the end • construction manager plays a small role at the beginning of the process and a large role at the end team, the owner had established• a constructionbudget and manager a rough runs square risk of footage losing money of program. if construction After costsselecting more thethan architectguaranteed maximum price through a competitive proposal and interview process, they worked together to develop an optimal schematic plan. At this early point, an RFP was sent out for construction managers and the team of Stahl and MN BEST were selected, binding them to theirtimeline promise cm to at build risk the project for a set cost. They made early commitments on large subcontracts such as plumbing, electrical, and HVAC, while all other contracts were competitively bid and selected based on proven ability, targeted business quali cations, and price. Construction was a standard,

sequential process. Because the price was guaranteed before design was complete, theDesign construction Construction Schematic Construction Development Documents Administration manager was taking a risk that they would exceed the  xed budget, in whichPre-design case Design they would have to pay for the difference themselves. In this case, it worked well for everybody, since the owner, design team, and construction team worked together to makeU of M sure they stayedArchitect on budget. Near the end of construction they were still under budget. However, when the team engineer could not  gure out the grading for parking MINIdrainage, Stahl brought CASE in an outside engineer with STUDIESthe extra budget money. The  nal project came ADDRESSING in exactly ONE OF FOUR FLOWS CM significance at budget. Fixed Price UROC

cm at risk info Sub- • guarantees maximum price before design is  nished contractors • involves construction manager earlier in design process as a consultant • architect plays a large role at the beginning of the process and a smaller role at the end Schools today are educating the architects who will cover what to do when things go wrong – such as COURSE STRUCTURE STUDENT• construction manager PROJECT plays a small role 1:at the RELATIONSHIPS beginning of the process and a large role at the end • construction manager runs risk of losing money if construction costs more than guaranteed maximum price RFP reach their prime in 2025. Professional practice classes resolving construction failures, managing risk in the COURSE TOPICS A large state institution building in a minority neigh- RFP for CM CM Selection Grand Opening Project Initiation must address the fluid state of current practice and IPD context, how to get work and keep it, and how timeline cm at risk Architect Selection borhood required both contractor and architect to Contractual Agreement have 30% participation by minority owned businesses anticipate future change. This course weaves themes typical architect’s responsibilities like programming Communication/Decision Making Path Contract Ful llment Design Construction in order to qualify. Students examined the decisions by Schematic Construction Arch 5621 | Professional Pre-designPractice ` Development Documents Administration Alexander + Hansen 3 of change in each element of its structure. New can be leveraged to improve design. Shifts in SPECIALIST CONSULTANTS IN CLASS ACTIVITIES OUT OF CLASS ACTIVITIES Design the architect and contractor on choosing partners and U of M ArchitectArchitectural Design Team arranging collaborative relationships. Two architecture practices are constantly juxtaposed with established responsibility with IPD and performance-based SALA Architects Inc. Assisting Architect ProjectProject Delivery Delivery firms successfully partnered, one minority owned CM Chris Meyer methods and students challenged to anticipate what UROC with experience in project type, but with no previous metrics such as LEED are discussed. MULTI-PARTY CONTRACTS Lead ArchitectFixed Price AIA, LEED AP Eric Odor Intern Clients Clients 1. 1. experience with the institution and one who had might likely evolve in the future. Most importantly, Flow of information: lectures and panels highlight AIA, LEED AP, Principal Sara Maas Shane andShane Erinn and Farrell Erinn Farrell extensive experience with the client and CM at Risk Sub- Son OscarSon Oscar LEED Consultants contractors Structural Engineer the course demands that students project forward digital and analog project communication. Issues Building Knowledge, Inc. Dog Dog projectProposal Proposal delivery. Their collaboration was a true partner- RESEARCH-BASED DESIGN LECTURES PUBLIC READINGS STUDENT WORK ArchiStructures COMPONENTS Patrick O’Malley Jerry Palms ship. By contrast, the contracting firms’ collaboration Edward VonThoma their ideal profession, articulating their best ideas for include: construction documentation, BIM, and model (case-based) PANELS (case-based) ArchitecturalArchitectural Design TeamDesign Team 2. 2.GovernmentGovernment Permits Permits2a. 2a. was intended to be mentor/mentee but resulted in a By being both reflective SALA ArchitectsSALA Architects Inc. Inc. DemolitionDemolition Permit Permit AssistingAssisting Architect Architect RFP PlanningPlanning & Zoning & Zoning superficial relationship and without much benefit for the future. By asking students to understand their protocols such as AIA E202. Case studies illustrate Chris MeyerChris Meyer PERFORMANCE BASED Signage - Metal work BuildingBuilding Safety PermitSafety Permit and projective, this course Lead ArchitectLead Architect AIA, LEEDAIA, AP LEED AP either party. Students observed that if marketing is the 1.25 1.25 1.25 1.25 6 hrs. 6 hrs. RFP for CM CM Selection

Dan Peterson Services/ Services/ Grand Opening Project Initiation Eric OdorEric Odor permitting permitting individual practice goals in context with their ideas for the general sequence of construction documentation METRICS EMERGING Communication/Decision Making Path 6 months 6 months Intern Intern primary driver for collaboration, it may not sufficient to provides perspective on Clients Architect Selection AIA, LEEDAIA, AP, LEED Principal AP, Principal Contractor Sara MaasSara Maas Shane and Erinn Farrell Contractual Agreement the whole of architecture, we teach future architects to handoff points in a variety of delivery models, PRACTICES Knutson Custom Remodeling ensure success, while mutual trust and complemen- Firm interview Son Oscar architecture to those Mike Knutson Dog Contract Ful llment tary expertise form a good basis for collaboration. IPD LEED ConsultantsLEED Consultants3. 3.StructuralStructural Engineer Engineer3a. 3a. lead better practices. Arch 5621 | Professional Practice Architectural ` Design Team Alexander + Hansen 3 including use of BIM model data and changes due 3 weeks BuildingBuilding Knowledge, Knowledge, Inc. Inc.ArchiStructuresArchiStructures who will form its future. SALA Architects Inc. Assisting Architect Patrick PatrickO’Malley O’Malley Jerry PalmsJerry Palms Subcontractor to IPD. EdwardEdward VonThoma VonThoma Services/ Services/ Students understand that Chris Meyer Sterling Home Panelization consultation consultation LeadArchitectural Architect Consultant AIA, LEED AP Greg Wallace 1.25 1.25 1.25 1.25 1.25 6 hrs. 6 hrs. TDM Consulting LLC Flow of money: covers a range of financial issues DATA TRANSFER RESEARCH / PRACTICE STUDENT PROJECTEric Odor 2: RESPONSIBILITIESIntern their roles as architects Jim Larson 4. 4. AIA, LEED AP, Principal Sara Maas ContractorContractor abstract from fee structuring principles, quantity surveying Pella Representative PRACTICE / RESEARCH LEED Consultants KnutsonKnutson Custom CustomRemodeling Remodeling Decision moment of this case arose when windows will be different than those Research Structural Engineer Building Knowledge, Inc. Keith Guftason processes, reading developer proformas,business ArchiStructures Mike KnutsonMike Knutson began to show signs of rust during the course of 3 weeks Firm analysis Patrick O’Malley Direct Communication ProjectProject Sequencing Sequencing of the past. Pressured BIM Jerry Palms SubcontractorSubcontractor Edward VonThomaInDirect Communication construction of a net zero house. Due to the high level Sterling SterlingHome Panelization Home Panelization Undergoing profound change and pursuing management within a firm, use of risk/reward Critical Moment Communication 1. Project1. proposal Project proposal

and shifts in stakeholder relationships within the reflecting the effects of the financial crisis on the role of arbitrator between the architect, client, and contractor was well-defined. In this particular project, the line Decision Moment Decision Moment and entrepreneurship Sterling Home Panelization Keith GuftasonKeith Guftason manufacturer replaced the windows. The architect of communication between Architecturalthe client and Consultant the contractor was less formalGreg because Wallace they had worked together on building industry. building industry. a previous project. Ultimately,TDM all Consulting decisions LLC fed through Eric, including change orders and payment-for-service went over and above his contract to service the client while maintaining their COLLABORATION 1.25 1.25 1.25 1.25 1.25 6 hrs. 6 hrs. Jim Larson LEED ConsultantsLEED Consultants Additionally, critical areas are covered in research- FLOW OF requests. BuildingBuilding Knowledge, Knowledge, Inc. Inc. and ensure that the net zero goals were met. Students professional values. Pella Representative Patrick PatrickO’Malley O’Malley observed that the architect was the only one who had Keith Guftason EdwardEdward VonThoma VonThoma RELATIONSHIPS Certi cation Certi cation based practice and practice-based research which ARCH 5621 Susannah Carlson and Lynn Schaefer the expertise to gather information and identify the COPYRIGHT OWNERSHIP Mini case study Direct Communication problem. potential to be a model contribute to an understanding of entrepreneurship 2 weeks InDirect Communication addressing one Critical Moment Communication ARCH 5621ARCH 5621 SusannahSusannah Carlson andCarlson Lynn and Schaefer Lynn Schaefer and alternatives to traditional practice. 1.25 1.25 1.25 1.25 1.25 6 hrs. of the four flows

REFLECTIVE PROJECTIVE FLOW OF Considering how rapidly the profession is changing, ETHICAL DILEMMAS RESPONSIBILITIES it would be irresponsible to teach students only about STUDENTIn order to maintain PROJECT the construction 3:deadline INFORMATION and manage the extensive procedural requirements for LEED 2 weeks certification, a defined network of communication was critical. The Farrell’s were specific in the type of home practices of the past. Most schools have a required connecting practice and academy there were looking for and communicated their desires to Eric throughout the course of the design process. In In this large scale international project, the client RFPs/RFQs INTERNAL terms of project management, Eric managed all design decisions and actedELLERBE as a constantBECKETPROJECT ARCHITECTSmediator between the PROJECT PROPOSAL SKIN was a partnership between a Dubai teaching hospital 1.25 1.25 1.25 1.25 1.25 6 hrs. ECOLOGY professional practice class but few have been able ACOUSTICS client and the contractor throughout the project. Given that SALA architects act as individualDD_DELIVERY lead architects, this FLOW OF REQUEST FOR PROPOSAL [RFP] STRUCTURE and a major US medical school. The US architect CONSULTATION GLAZING SILVER MEDAL to address current topics affecting architecture. The school’s strong ties to an active practice role of arbitrator between the architect, client, and contractor was well-defined. In this particular project,CONSULTANTS_[1] the line ENGLISH, [1] GERMAN, [2] CHINESE, [2] AUSTRALIAN LEED worked with numerous consultants world-wide. The INFORMATION CORE TEAM MASTER PLANNING OF HEALTH CARE CITY INTERIORS RECYCLED MATERIALS FAILURES of communication between the client and the contractor was less formal because they had worked together on MATERIALS GREEN ROOFS DESIGN DEVELOPMENT OF UNIVERSITY HOSPITAL PORCELAIN TILES demanding healthcare program adjusted US medical Unfortunately, the course material and structure of community make contact-intensive student exercises a previous project. Ultimately, all decisions fed through Eric, including change orders and payment-for-service PROJECT TRACKING 2 weeks CONTRACTOR COSTS $1.5 MILLION FOR TRACKING standards to Muslim cultural norms. Students focused requests. CD_DELIVERY most professional practice classes today bear all possible. One course goal was to structure direct FAST-TRACKING on the exchange of information between clients, QUANTITY SURVEYING 1.25 1.25 1.25 1.25 1.25 6 hrs. SUB-PARTNERING AGREEMENT FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL architects, consultants and contractors. Stakeholders too much similarity to those of courses from many connection between students and architects, FLOW OF ARCH 5621 Susannah Carlson and LynnFIRM2_SKM Schaefer [AUSTRALIAN] - MECH,ELECT,PLUMB

PROJECT BASED FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH were spread across all time zones so electronic infor- FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS decades ago. This course provides a model for a notwithstanding the logistical challenges of engaging MONEY COMMUNICATIONS/SECURITY/ACOUSTICS mation sharing was key. Communcation difficulties required a restructuring of information flow. Students contemporary professional practice class, respectful a large number of architects and firms. It was also 2 weeks DELIVERY METHOD ELECTRONIC TRACKING FAST TRACKING [PACKAGE DELIVERY] focused on decisions made on protocols, level of detail of the past but looking to the future and demanding important to promote their interaction in both BUZZSAW/ACONEX 1_EXCAVATION and dimensioning systems developed between the COMMUNICATION/DATA GRAPHIC/DWG’S 2_STRUCTURAL various offices. This allowed for effectively use of the students take ownership of their roles in shaping it. classroom settings and office settings. The overall 3_SUPER-STRUCTURE DESIGN BUILD DELIVERY D0 TO 4_EXTERIOR [SKIN ENCLOSURE] MANUFACTURER LOCATION IN CHINA BIM model and implementation of software tracking SUBMITTED DELIVERY PROCESS + METHODS The delivery method for this project took the form of a “partnering agreement.” CURRENT PHASE 5_INTERIORS Many aspects of the course can be easily implemented number of registered architects participating ranges Under this partnering agreement the six primary stake holders involved with the project were brought together as other information. equal partners who shared risk and responsibility for its development. Theses six stake holders included the owner, general contractor, MEP contractor, project manager, architect, and quantity surveyor. This group of partners formed what was referred to as the “core team.” This core team functioned similarly to an architect and contractor QUALITY CONTROL in other schools or expanded to continuing education; from 30-60 each year, including lecturers, panelists, working within a joint venture on a design-build project. This is because all disputes were settled within the core team in order to reduce the risk of possible litigation. Additionally, all of the major decisions relating to the project were E.B. CD RESPONSIBILITIES ELLERBE BECKET8 PEOPLE TOTAL made collectively by the core team. SIGNAGE SIX INTERIOR DIVISIONS however, the greatest value of the course can be found and interviewees. A few play multiple roles, but most FURNISHINGS MEDICAL EQUIPMENT PLANNING 6 PROJECT ARCHITECTS 2 ENGINEERS in its manner of embracing change and orientation serve only as interviewees. Many architects repeat The rushed nature of the schedule for this project was the driving force behind the selection of this particular project delivery method. This is primarily because the partnering agreement model allowed for a design build-like process where construction could begin prior to the completion of design work. To this end, the project was broken down into MEDICAL EQUIPMENT STUDENT PROJECT 4: MONEYfive primary packages that could be issued according to their construction sequence. This has allowed the project to towards creating future architect/leaders. involvement each year, though there is some rotation move along fairly rapidly. The partnering agreement model was also chosen in part because the involvement of all the major stake holders in the decision making process allowed critical information about this incredibly large project to PUBLIC SPACE [INTERIOR DESIGN] be shared almost immediately. Generally speaking, the benefits of this project delivery method are the ability to “fast track” construction, increase communication between stake holders and, as a result, reduce the number of changes Students focused on the financing of a historic so firms can adjust internal workload. A few of these needed to be made during construction and the likely hood of messy disputes. On the other hand, the primary liability REFLECTED CEILING PLAN TEAM of this project delivery method is that is can be fairly vague about the distribution of responsibilities. If a dispute were Project Teams / Decision Making Paths: to arise within the partnering agreement, depending on the exact nature of the dispute, it could be difficult to identify JOINERY [MILLWORK + CABINETRY] renovation project. The main owner was a state the specific party who was responsible for its cause. These liabilities and the lessons to be learned from the use of architects also teach but for most practitioners this project delivery method will be explored in our examination of a specific decision making moment. Client 3 Architect PARTITION TYPES [2 TEAM MEMBERS] historical society partnering with several state and Historic Tax MS&R Entity (Investor): MS&R (Design Team): Credit $4 Million $4 Million Invested CASE-BASED LECTURE SERIES 1 CASE-BASED LECTURE SERIES 2-4 Owners Structural federal entities. When the project did not qualify for course description this is the only point of contact with the school. Project Partner: Thomas Meyer Thomas Meyer, FAIA BKBM Jeffrey Scherer Engineers Garth Rockcastle Project Manager: an anticipated $4M in Historic Tax credits, the project Approximately 25 firms have at least one architect Federal Pat Fitzgerald Government $1 Million Invested Construction Administration: was put in jeopardy. The architect decided to invest One set of lectures, Client 1 Mechanical & Electrical John Stark, AIA Minnesota Historical LKPB In this course, practice issues are grouped into State Government Project Architect in the building as an owner and occupy two floors of involved with the course. Engineers $7 Million Invested Society (Primary Client): Paul Yeagee delivered by practitioner $33 Million Invested Interior Designer the building. The decision to do so was informed by City Government Client Project Manager Lynn Barnhouse four main areas or “flows”: flow of relationships, (Land & Building) Entity $5 Million Invested Bill Keyes analysis of the financial health of their own firm, the faculty, crosses over Donated Exhibit Director Dan Spock flow of responsibilities, flow of information, and General Contractor expected return on investment on the project, and City Government Fundraiser Correspondent Project (Clean up) several topics, covering David Couch Cost: $3 Million Invested $45 Million Sheehy Construction the marketing value of the project to bring in future flow of money. Setting up these flows are two broad non-faculty practitioners Company Private projects. Hindsight showed that the decision to invest multiple aspects of the Client 2 Fundrasing $17 Million Invested Brighton Development components, one providing context of past and future contributions Cost Estimator their own capital has yielded high returns on Corporation (Investor): $8 Million Invested CPMI (MNHS’ Rep.): same complex high-profile all fronts. Partners Principals practice and the other on research. Course material is Peggy Lucas Peter Goodwind Linda Donaldson Larry Cleason building. Spread over the largely presented through case studies, using primary Non-faculty practitioners serve in critical roles in the Funding Design semester, these lectures source project documentation. Similarly, student classroom as guest lecturers and panelists as well use one project repeatedly work is case-based, completed after interviewing as in the office providing material for the two major to illustrate issues in each practitioners about the firm’s philosophy, business student projects: firm interview and case study. For topic area, also revealing structure and documenting a case study project. those two reports, students work in pairs, requiring differences and continuity The firm interview and case study are Within each flow is a set of lectures covering case collaboration and providing richer student interaction between topics. Other heavily illustrated with diagrams that study examples, readings and a panel discussion. with practitioners. Some of the participating firms lectures complement show relationships, decision-making Students complete one small exercise for each topic provide contact with only one person (usually the firm this thread by providing sequence and business strategies. and then choose one for in-depth study. The chosen principal), while others give the students access to general information and Narratives complement the diagrams focus area becomes the basis for students’ case the entire firm leadership and/or project team. For the additional case examples and together they demonstrate students’ study project. firm interview, students are specifically asked to go for each topic. grasp of the many practice issues beyond the marketing or promotional view presented embedded within each topic. The case by the firms’ website by asking respectful but pointed study illustrates an example of a specific addressing knowledge and skills questions to the practitioners. This interview is project decision directly related to one structured to take 90 minutes of the architects’ time, of the four topic areas. Students work Flow of relationships: covers many areas of with the students spending additional hours preparing in teams of two for firm interview and collaboration, including copyright ownership, and synthesizing the interview for their report. case study, facilitating team-work and communication, work with consultants and client Students write narrative and create diagrams of the professional communication. negotiation. Case studies include international firm’s structure as they understand it. Report is shared projects with multiple nested contracts requiring with the firm, who are also invited to attend a class sophisticated communication skills and politically discussion on the cases. contentious projects such as Freedom Tower. All participating firms agree to a second interview Collaboration in integrated project delivery (IPD) is a documenting a mini-case study. This is not a full case theme carried through several lectures and readings study requiring months of preparation; instead it is within this segment. The increasing use of specialist a highly focused 90 minute interview on a particular consultants, particularly for energy/sustainability is aspect of a project illuminating a decision moment another overlay. related to one of the four major course topics: Flow of responsibility: covers legal responsibilities collaboration, contract/ownership, information or of each stakeholder in building industry, risk money. Students tie the mini-cases with what they management, ethical issues in practice, contracts, have learned in lectures and readings and with marketing and insurance principles. Case studies knowledge gained from firm interview. ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 2 PROJECT DELIVERY METHOD: CONSTRUCTION MANAGER AT RISK

ofConstructioon technicalConstructioon requirements for the enclosure, there by forces such as BIM, Greg WallaceGreg Wallace 2. Services/Permitting2. Services/Permitting 3. LEED 3.Certi cation LEED Certi cation were several factors that might have attributed to the experimental innovation, the profession has come incentives in IPD, and project financing. This section Signage - Metal work SignageSignage - Metal work- Metal work 4. Construction4. Construction IPD, global practices, Dan PetersonDan Peterson 5. Decision5. Decision Moment Moment window failure. The architect chose to become a detec- to lead the academy. Practice education has not fully has the largest number of guest lecturers providing STANDARD OF CARE Dan Peterson and sustainable design InClients order to maintain the construction deadline and manage the extensive procedural requirements for LEED tive, hiring a detailing consultant to perform field tests certification,Shane and Erinn a defined Farrell network of communication was critical. TheContractor Farrell’s were specific in the type of home grappled with data-based technology, collaborative Knutson Custom Remodeling and talking with the window manufacturer to trace specific expertise areas. Course material in this Son Oscar 6 months 6 months imperatives, architects must there were looking for and communicated their desires to Eric throughoutMike Knutson the course of the design process. In ArchitecturalArchitectural Consultant Consultant5. 5. Dog TDM ConsultingTDM Consulting LLC LLC all steps between fabrication and installation. It was terms of project management, Eric managed all design decisions and acted as a constant mediator between the project delivery methods, performace-based directives topic area has changed rapidly in the past year, Jim LarsonJim Larson discovered that improper storage of windows during be skillful in collaboration CD/SPECIFICATIONS FLOWS client and the contractor throughout the project. Given that SALA architects act as individual lead architects, this Subcontractor Pella RepresentativePella Representative transport exposed the units to water and the window and shifts in stakeholder relationships within the reflecting the effects of the financial crisis on the role of arbitrator between the architect, client, and contractor was well-defined. In this particular project, the line Decision Moment Decision Moment and entrepreneurship Sterling Home Panelization Keith GuftasonKeith Guftason manufacturer replaced the windows. The architect of communication between Architecturalthe client and Consultant the contractor was less formalGreg because Wallace they had worked together on building industry. building industry. a previous project. Ultimately,TDM all Consulting decisions LLC fed through Eric, including change orders and payment-for-service went over and above his contract to service the client while maintaining their COLLABORATION 1.25 1.25 1.25 1.25 1.25 6 hrs. 6 hrs. Jim Larson LEED ConsultantsLEED Consultants Additionally, critical areas are covered in research- FLOW OF requests. BuildingBuilding Knowledge, Knowledge, Inc. Inc. and ensure that the net zero goals were met. Students professional values. Pella Representative Patrick PatrickO’Malley O’Malley observed that the architect was the only one who had Keith Guftason EdwardEdward VonThoma VonThoma RELATIONSHIPS Certi cation Certi cation based practice and practice-based research which ARCH 5621 Susannah Carlson and Lynn Schaefer the expertise to gather information and identify the COPYRIGHT OWNERSHIP Mini case study Direct Communication problem. potential to be a model contribute to an understanding of entrepreneurship 2 weeks InDirect Communication addressing one Critical Moment Communication ARCH 5621ARCH 5621 SusannahSusannah Carlson andCarlson Lynn and Schaefer Lynn Schaefer and alternatives to traditional practice. 1.25 1.25 1.25 1.25 1.25 6 hrs. of the four flows

PROJECT BASED FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH were spread across all time zones so electronic infor- FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS decades ago. This course provides a model for a notwithstanding the logistical challenges of engaging MONEY COMMUNICATIONS/SECURITY/ACOUSTICS mation sharing was key. Communcation difficulties required a restructuring of information flow. Students contemporary professional practice class, respectful a large number of architects and firms. It was also 2 weeks DELIVERY METHOD ELECTRONIC TRACKING FAST TRACKING [PACKAGE DELIVERY] focused on decisions made on protocols, level of detail of the past but looking to the future and demanding important to promote their interaction in both BUZZSAW/ACONEX 1_EXCAVATION and dimensioning systems developed between the COMMUNICATION/DATA GRAPHIC/DWG’S 2_STRUCTURAL various offices. This allowed for effectively use of the students take ownership of their roles in shaping it. classroom settings and office settings. The overall 3_SUPER-STRUCTURE DESIGN BUILD DELIVERY D0 TO 4_EXTERIOR [SKIN ENCLOSURE] MANUFACTURER LOCATION IN CHINA BIM model and implementation of software tracking SUBMITTED DELIVERY PROCESS + METHODS The delivery method for this project took the form of a “partnering agreement.” CURRENT PHASE 5_INTERIORS Many aspects of the course can be easily implemented number of registered architects participating ranges Under this partnering agreement the six primary stake holders involved with the project were brought together as other information. equal partners who shared risk and responsibility for its development. Theses six stake holders included the owner, general contractor, MEP contractor, project manager, architect, and quantity surveyor. This group of partners formed what was referred to as the “core team.” This core team functioned similarly to an architect and contractor QUALITY CONTROL in other schools or expanded to continuing education; from 30-60 each year, including lecturers, panelists, working within a joint venture on a design-build project. This is because all disputes were settled within the core team in order to reduce the risk of possible litigation. Additionally, all of the major decisions relating to the project were E.B. CD RESPONSIBILITIES ELLERBE BECKET8 PEOPLE TOTAL made collectively by the core team. SIGNAGE SIX INTERIOR DIVISIONS however, the greatest value of the course can be found and interviewees. A few play multiple roles, but most FURNISHINGS MEDICAL EQUIPMENT PLANNING 6 PROJECT ARCHITECTS 2 ENGINEERS in its manner of embracing change and orientation serve only as interviewees. Many architects repeat The rushed nature of the schedule for this project was the driving force behind the selection of this particular project delivery method. This is primarily because the partnering agreement model allowed for a design build-like process where construction could begin prior to the completion of design work. To this end, the project was broken down into MEDICAL EQUIPMENT STUDENT PROJECT 4: MONEYfive primary packages that could be issued according to their construction sequence. This has allowed the project to towards creating future architect/leaders. involvement each year, though there is some rotation move along fairly rapidly. The partnering agreement model was also chosen in part because the involvement of all the major stake holders in the decision making process allowed critical information about this incredibly large project to PUBLIC SPACE [INTERIOR DESIGN] be shared almost immediately. Generally speaking, the benefits of this project delivery method are the ability to “fast track” construction, increase communication between stake holders and, as a result, reduce the number of changes Students focused on the financing of a historic so firms can adjust internal workload. A few of these needed to be made during construction and the likely hood of messy disputes. On the other hand, the primary liability REFLECTED CEILING PLAN TEAM of this project delivery method is that is can be fairly vague about the distribution of responsibilities. If a dispute were Project Teams / Decision Making Paths: to arise within the partnering agreement, depending on the exact nature of the dispute, it could be difficult to identify JOINERY [MILLWORK + CABINETRY] renovation project. The main owner was a state the specific party who was responsible for its cause. These liabilities and the lessons to be learned from the use of architects also teach but for most practitioners this project delivery method will be explored in our examination of a specific decision making moment. Client 3 Architect PARTITION TYPES [2 TEAM MEMBERS] historical society partnering with several state and Historic Tax MS&R Entity (Investor): MS&R (Design Team): Credit $4 Million $4 Million Invested CASE-BASED LECTURE SERIES 1 CASE-BASED LECTURE SERIES 2-4 Owners Structural federal entities. When the project did not qualify for course description this is the only point of contact with the school. Project Partner: Thomas Meyer Thomas Meyer, FAIA BKBM Jeffrey Scherer Engineers Garth Rockcastle Project Manager: an anticipated $4M in Historic Tax credits, the project Approximately 25 firms have at least one architect Federal Pat Fitzgerald Government $1 Million Invested Construction Administration: was put in jeopardy. The architect decided to invest One set of lectures, Client 1 Mechanical & Electrical John Stark, AIA Minnesota Historical LKPB In this course, practice issues are grouped into State Government Project Architect in the building as an owner and occupy two floors of involved with the course. Engineers $7 Million Invested Society (Primary Client): Paul Yeagee delivered by practitioner $33 Million Invested Interior Designer the building. The decision to do so was informed by City Government Client Project Manager Lynn Barnhouse four main areas or “flows”: flow of relationships, (Land & Building) Entity $5 Million Invested Bill Keyes analysis of the financial health of their own firm, the faculty, crosses over Donated Exhibit Director Dan Spock flow of responsibilities, flow of information, and General Contractor expected return on investment on the project, and City Government Fundraiser Correspondent Project (Clean up) several topics, covering David Couch Cost: $3 Million Invested $45 Million Sheehy Construction the marketing value of the project to bring in future flow of money. Setting up these flows are two broad non-faculty practitioners Company Private projects. Hindsight showed that the decision to invest multiple aspects of the Client 2 Fundrasing $17 Million Invested Brighton Development components, one providing context of past and future contributions Cost Estimator their own capital has yielded high returns on Corporation (Investor): $8 Million Invested CPMI (MNHS’ Rep.): same complex high-profile all fronts. Partners Principals practice and the other on research. Course material is Peggy Lucas Peter Goodwind Linda Donaldson Larry Cleason building. Spread over the largely presented through case studies, using primary Non-faculty practitioners serve in critical roles in the Funding Design semester, these lectures source project documentation. Similarly, student classroom as guest lecturers and panelists as well use one project repeatedly work is case-based, completed after interviewing as in the office providing material for the two major to illustrate issues in each practitioners about the firm’s philosophy, business student projects: firm interview and case study. For topic area, also revealing structure and documenting a case study project. those two reports, students work in pairs, requiring differences and continuity The firm interview and case study are Within each flow is a set of lectures covering case collaboration and providing richer student interaction between topics. Other heavily illustrated with diagrams that study examples, readings and a panel discussion. with practitioners. Some of the participating firms lectures complement show relationships, decision-making Students complete one small exercise for each topic provide contact with only one person (usually the firm this thread by providing sequence and business strategies. and then choose one for in-depth study. The chosen principal), while others give the students access to general information and Narratives complement the diagrams focus area becomes the basis for students’ case the entire firm leadership and/or project team. For the additional case examples and together they demonstrate students’ study project. firm interview, students are specifically asked to go for each topic. grasp of the many practice issues beyond the marketing or promotional view presented embedded within each topic. The case by the firms’ website by asking respectful but pointed study illustrates an example of a specific addressing knowledge and skills questions to the practitioners. This interview is project decision directly related to one structured to take 90 minutes of the architects’ time, of the four topic areas. Students work Flow of relationships: covers many areas of with the students spending additional hours preparing in teams of two for firm interview and collaboration, including copyright ownership, and synthesizing the interview for their report. case study, facilitating team-work and communication, work with consultants and client Students write narrative and create diagrams of the professional communication. negotiation. Case studies include international firm’s structure as they understand it. Report is shared projects with multiple nested contracts requiring with the firm, who are also invited to attend a class sophisticated communication skills and politically discussion on the cases. contentious projects such as Freedom Tower. All participating firms agree to a second interview Collaboration in integrated project delivery (IPD) is a documenting a mini-case study. This is not a full case theme carried through several lectures and readings study requiring months of preparation; instead it is within this segment. The increasing use of specialist a highly focused 90 minute interview on a particular consultants, particularly for energy/sustainability is aspect of a project illuminating a decision moment another overlay. related to one of the four major course topics: Flow of responsibility: covers legal responsibilities collaboration, contract/ownership, information or of each stakeholder in building industry, risk money. Students tie the mini-cases with what they management, ethical issues in practice, contracts, have learned in lectures and readings and with marketing and insurance principles. Case studies knowledge gained from firm interview. ACSA Awards Practice and Leadership: Professonal Practice Professional Practice Class, School of Architecture, University of Minnesota 3 SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA Overall Diagram of How the Professional Practice Course Fits Within the CURRICULUM PRACTICE CONTENT AND EVOLUTION M.Arch Curriculum year 01 year 02 fall spring summer fall spring summer year 03 fall spring

PROFESSIONAL PRACTICE COURSE PROFESSIONAL PRACTICE CATALYST

PROFESSIONAL PRACTICE MODULE PRACTICE EXPERIENCE MODEL (INTERNSHIP)

ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 4 SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA 1 FACULTY FALL SEMESTER PROFESSIONAL PRACTICE COURSE 1 PRACTITIONER 15 WEEKS Diagram of Class Structure 1 INTERN TEACHING ASSISTANT 3 CREDITS 1 STUDENT TEACHING ASSISTANT REQUIRED 48 STUDENTS

IN CLASS OUT OF CLASS

CONTEXT CASE-BASED (;3(57 READINGS MINI CASE SET OF LECTURES PANEL STUDY

FIRM EMERGING PRACTICES INTERVIEW 3 weeks

LECTURES WRITTEN EXERCISES

RESEARCH / PRACTICE RESEARCH PRACTICE / RESEARCH $1$/<6,6 3 weeks

CASE-BASED EXPERT READINGS SECTION SYNTHESIS WRITINGS MINI CASE SET OF LECTURES PANEL STUDY

FLOW OF RELATIONSHIPS 2 weeks

FLOW OF INFORMATION 2 weeks

FLOW OF RESPONSIBILITIES 2 weeks

FLOW OF MONEY 2 weeks

ACSA Awards Practice and Leadership: Professonal Practice Professional Practice Class, School of Architecture, University of Minnesota 5 SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA PROFESSIONAL PRACTICE COURSE arch 5621 professional practice in architecture ELLERBE BECKET RESPONSIBILITIES MINI CASE STUDY _PRINCIPAL + PROJECT DIRECTOR Example of Student Work, Mini INTERVIEWERS_ANDREW MOEDING INTERVIEWEES_JEFF FRUSH, AIA, NCARB SUBMIS. DATE_11.18.2008 _PETRO MEGITS CASE FOCUS_ Case Study with Focus on the CASE STUDY_ Flow of Responsiblities

PROJECT NAME_UNIVERSITY HOSPITAL PROJECT LOCATION_DUBAI, UNITED ARAB EMIRATES CLIENT_DUBAI HEALTHCARE CITY [DHCC] BUILDING TYPE_INPATIENT+OUTPATIENT HOSPITAL BUDGET AND PROJECT COST_$700 MILLION [TOTAL PROJECT] DESIGN FEES_$35 MILLION SIZE_1,450,000 SQ. FT. SCOPE OF SERVICES_MASTER PLANNING+MEDICAL PLANNING/ARCHITECTURAL DESIGN/INTERIOR DESIGN/MECHANICAL+ELECTRICAL ENGINEERING DESIGN COMPENSATION TYPE_MONITARY VIA CONTRACTUAL OBLIGATION PROJECT DELIVERY METHOD_PARTNERING AGREEMENT + FAST TRACKING PACKAGE DELIVERY SCHEDULING AND DATES_SD COMPLETION APRIL 2006 _DD COMPLETION APRIL 2007 _CD COMPLETION JANUARY 2009 _CONSTRUCTION BEGAN FALL 2007 COMPLETION SPRING 2011 CASE DESCRIPTION ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 6 SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA PROFESSIONAL PRACTICE COURSE arch 5621 professional practice in architecture

INTERNAL ELLERBE BECKETPROJECT ARCHITECTS MINI CASE PROJECT PROPOSAL SKIN ECOLOGY STUDY ACOUSTICS DD_DELIVERYREQUEST FOR PROPOSAL [RFP] STRUCTURE CONSULTATION GLAZING SILVER MEDAL CONSULTANTS_[1] ENGLISH, [1] GERMAN, [2] CHINESE, [2] AUSTRALIAN LEED CORE TEAM MASTER PLANNING OF HEALTH CARE CITY INTERIORS RECYCLED MATERIALS MATERIALS GREEN ROOFS DESIGN DEVELOPMENT OF UNIVERSITY HOSPITAL PORCELAIN TILES PROJECT TRACKING CONTRACTOR COSTS $1.5 MILLION FOR TRACKING CD_DELIVERY FAST-TRACKING

SUB-PARTNERING AGREEMENT FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB

PROJECT BASED FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS COMMUNICATIONS/SECURITY/ACOUSTICS

DELIVERY METHOD ELECTRONIC TRACKING FAST TRACKING [PACKAGE DELIVERY] BUZZSAW/ACONEX 1_EXCAVATION GRAPHIC/DWG’S COMMUNICATION/DATA 2_STRUCTURAL 3_SUPER-STRUCTURE

DESIGN BUILD DELIVERY D0 TO 4_EXTERIOR [SKIN ENCLOSURE] MANUFACTURER LOCATION IN CHINA SUBMITTED DELIVERY PROCESS + METHODS The delivery method for this project took the form of a “partnering agreement.” CURRENT PHASE 5_INTERIORS Under this partnering agreement the six primary stake holders involved with the project were brought together as equal partners who shared risk and responsibility for its development. Theses six stake holders included the owner, general contractor, MEP contractor, project manager, architect, and quantity surveyor. This group of partners formed what was referred to as the “core team.” This core team functioned similarly to an architect and contractor QUALITY CONTROL working within a joint venture on a design-build project. This is because all disputes were settled within the core team in order to reduce the risk of possible litigation. Additionally, all of the major decisions relating to the project were E.B. CD RESPONSIBILITIES ELLERBE BECKET8 PEOPLE TOTAL made collectively by the core team. SIGNAGE SIX INTERIOR DIVISIONS FURNISHINGS MEDICAL EQUIPMENT PLANNING 6 PROJECT ARCHITECTS 2 ENGINEERS The rushed nature of the schedule for this project was the driving force behind the selection of this particular project delivery method. This is primarily because the partnering agreement model allowed for a design build-like process where construction could begin prior to the completion of design work. To this end, the project was broken down into MEDICAL EQUIPMENT five primary packages that could be issued according to their construction sequence. This has allowed the project to move along fairly rapidly. The partnering agreement model was also chosen in part because the involvement of all the major stake holders in the decision making process allowed critical information about this incredibly large project to PUBLIC SPACE [INTERIOR DESIGN] be shared almost immediately. Generally speaking, the benefits of this project delivery method are the ability to “fast track” construction, increase communication between stake holders and, as a result, reduce the number of changes needed to be made during construction and the likely hood of messy disputes. On the other hand, the primary liability REFLECTED CEILING PLAN TEAM of this project delivery method is that is can be fairly vague about the distribution of responsibilities. If a dispute were to arise within the partnering agreement, depending on the exact nature of the dispute, it could be difficult to identify JOINERY [MILLWORK + CABINETRY] the specific party who was responsible for its cause. These liabilities and the lessons to be learned from the use of this project delivery method will be explored in our examination of a specific decision making moment. PARTITION TYPES [2 TEAM MEMBERS] ACSA Awards Practice and Leadership: Professonal Practice Professional Practice Class, School of Architecture, University of Minnesota 7 SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA PROFESSIONAL PRACTICE COURSE arch 5621 professional practice in architecture

INTERNAL ELLERBE BECKETPROJECT ARCHITECTS MINI CASE PROJECT PROPOSAL SKIN ECOLOGY STUDY ACOUSTICS DD_DELIVERYREQUEST FOR PROPOSAL [RFP] STRUCTURE CONSULTATION GLAZING SILVER MEDAL CONSULTANTS_[1] ENGLISH, [1] GERMAN, [2] CHINESE, [2] AUSTRALIAN LEED CORE TEAM MASTER PLANNING OF HEALTH CARE CITY INTERIORS RECYCLED MATERIALS MATERIALS GREEN ROOFS DESIGN DEVELOPMENT OF UNIVERSITY HOSPITAL PORCELAIN TILES PROJECT TRACKING INTERNAL CONTRACTOR COSTS SD/DD PHASE _ 2-3 PLANNERS + 3-4 DESIGN ARCHITECTS $1.5 MILLION FOR TRACKING CD_DELIVERY FAST-TRACKING

SUB-PARTNERING AGREEMENT FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL

DECISION PATHS FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS COMMUNICATIONS/SECURITY/ACOUSTICS DD/CD PHASE _ 16-18 ARCH DESIGNERS Lead Designer Project Designer Mic Johnson, AIA, NCARB

CD PRODUCTION PHASE _ 25-30 ARCHITECTURAL DESIGNERS Project Architect ELLERBE BECKET Project Manager Architectural Designer [15-20] INTERNAL Jeff Frush, AIA, NCARB Architectural Drafter [2] Architectural Intern [2] CORE TEAM

PER FIRM CAPACITY _ 1,000- 2,000 DESIGNERS Lead Interior Designer Lead Medical Planner Interior Designer [5-8] Interior Drafter [1] Interior Intern [2]

PER FIRM CAPACITY _ 1,000- 2,000 DESIGNERS CD PRODUCTION PHASE _ 25-30 ARCHITECTURAL DESIGNERS FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL CD PRODUCTION PHASE _ 10-15 STRUCTURAL DESIGNERS CD PRODUCTION

FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB CD PRODUCTION PHASE _ 25-30 M,E,P DESIGNERS PER TRADE EXPECTED FINISH DATE _ 01 . 01 . 2009

ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 8 SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA PROFESSIONAL PRACTICE COURSE arch 5621 professional practice in architecture PROCESS SHIEK MOHAMED ISSUES CONCERNS GOVERNMENT PROBLEMS QUESTIONS CORE TEAM OWNER/CLIENT MINI CASE TATWEAR CHANGE ORDERS RFI_REQUEST FOR INFORMATION STUDY HEALTH CARE CITY [HCC] MULTI_ ENTITIES THREE ENTITIES SIX+TWO SUB_PARTNERS ENTITIES SUB CONTRACTORS SHIEK MOHAMED MANUFACTURERS OWNER REPRESENTATIVE TATWEAR BUILDIERS CONTRACTOR HEALTH CARE CITY SUPPLIERS EXTERNAL UNIVERSITY HOSPITAL HARVARD MEDICAL QUANTITY SERVAYER FORMEN CONSULTANTS M,E,P FACILITY MANAGERS PROJECT MANAGER STAFF RECRUTING PROJECT ARCHITECT STAFF TRAINING UNDER CONTRACT FIRM1_GHD FIRM2_SKM DECISION PATHS OWNER REPRESENTATIVE FIRM3_DUBAI [LOCAL] CONFLUENCE PROJECT MANAGEMENT PTE. LTD. FIRM4_NEW YORK

INTERNAL ELLERBE BECKETPROJECT ARCHITECTS PROJECT PROPOSAL

DD_DELIVERYREQUEST FOR PROPOSAL [RFP] ELECTRONIC TRACKING QUANTITY SERVEYER DAVIS LANGDON ARABIAN GULF CONSULTANTS_[1] ENGLISH, [1] GERMAN, [2] CHINEASE, [2] AUSTRALIAN BUZZSAW/ACONEX BIDDER/TENDERER CORE TEAM MASTER PLANNING OF HEALTH CARE CITY GRAPHIC/DWG’S COMMUNICATION/DATA $$ ESTIMATION DESIGN DEVELOPMENT OF UNIVERSITY HOSPITAL STEEL CONCRETE SD/DD PHASE _ 2-3 PLANNERS + 3-4 DESIGN ARCHITECTS HVAC CD_DELIVERY MILLWORK PROJECT MANAGER FAST-TRACKING PLASTICS+PAINTS M,E,P FRAMING SKM SUB-PARTNERING AGREEMENT FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL DELIVERY METHOD PRODUCTION FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB FAST TRACKING [PACKAGE DELIVERY] CONTRACTOR ANLOR FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH 1_EXCAVATION SUB_CONTRACTORS FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS 2_STRUCTURAL COMMUNICATIONS/SECURITY/ACCOUSTICS STEEL 3_SUPER-STRUCTURE DIRECT COMMUNICATION CONCRETE HVAC 4_EXTERIOR [SKIN ENCLOSURE] DESIGN BUILD DELIVERY DUE TO MANUFACTURER LOCATION IN CHINA SUBMMITED STEEL SUB CONTRACTOR MILLWORK PLASTICS+PAINTS CURRENT PHASE 5_INTERIORS FRAMING MECHANICAL MANUFACTURERS PLUMBING QUALITY CONTROL SUPPLIERS ELECTRICAL DD/CD PHASE _ 16-18 ARCH DESIGNERS CONVEYING ELLERBE BECKET8 PEOPLE TOTAL Lead Designer Project Designer Mic Johnson, AIA, NCARB 2,000 RFI’S SIX INTERIOR DIVISIONS

CD PRODUCTION PHASE _ 25-30 ARCHITECTURAL DESIGNERS Project Architect ELLERBE BECKET Project Manager 6 PROJECT ARCHITECTS CORE TEAM CONTRACTOR Architectural Designer [15-20] INTERNAL Jeff Frush, AIA, NCARB

Q + A Architectural Drafter [2] 2 ENGINEERS DIRECT COMMUNICATION Architectural Intern [2] CORE TEAM

DIRECT COMMUNICATION MEDICAL EQUIPMENT STEEL SUB CONTRACTOR Lead Interior Designer MANUFACTURERS Lead Medical Planner SUPPLIERS Interior Designer [5-8] PUBLIC SPACE [INTERIOR DESIGN] FORMEN Interior Drafter [1] Interior Intern [2] REFLECTED CEILING PLAN TEAM BUILDIERS JOINERY [MILLWORK + CABINATRY]

PARTITION TYPES [2 TEAM MEMBERS]

ACSA Awards Practice and Leadership: Professonal Practice Professional Practice Class, School of Architecture, University of Minnesota 9 SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA PROFESSIONAL PRACTICE COURSE arch 5621 professional practice in architecture

UrbanWorks Firm DanUrbanWorks DeVeau, MarkFirm Nordall Interviewers Dan DeVeau, MarkTod Nordall Elkins,Interviewers Principal Interviewee Tod Elkins,Associate Principal AIA, IntervieweeLEED AP Associate AIA, LEED APCollaboration Case Focus INTERNALCollaborationOctober 29th,Case 2013 FocusDate ELLERBE BECKETPROJECT ARCHITECTS MINI CASE PROJECT PROPOSAL SKIN October 29th, 2013ECOLOGYDate ACOUSTICS STUDY DD_DELIVERY REQUEST FOR PROPOSAL [RFP] Minneapolis Public School HeadquartersSTRUCTURE Project CONSULTATION GLAZING SILVER MEDAL CONSULTANTS_[1] ENGLISH, [1] GERMAN, [2] CHINESE, [2] AUSTRALIAN LEED Minneapolis(Educational Public School Service Headquarters Center - DavisProject Center) CORE TEAM MASTER PLANNING OF HEALTH CARE CITY INTERIORS RECYCLED MATERIALS MATERIALS GREEN ROOFS (EducationalDESIGN DEVELOPMENT Service OF UNIVERSITY Center HOSPITAL1250 - Davis W. BroadwayCenter) Avenue AddressPORCELAIN TILES Example of Student Work, Mini PROJECT TRACKING INTERNAL 1250 W. BroadwayMinneapolis Avenue MN,Address 55411 CONTRACTOR COSTS Case Study with Focus on the SD/DD PHASE _ 2-3 PLANNERS + 3-4 DESIGN ARCHITECTS $1.5 MILLION FOR TRACKING CD_DELIVERY Flow of Relationships FAST-TRACKING MinneapolisMinneapolis MN, 55411 School District Client SUB-PARTNERING AGREEMENT FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURALMinneapolisCivic: Educational School District Administration Client Building Type

DECISION PATHS FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB Civic: Educational Administration$36,000,000Building TypeCost FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS $36,000,000 200,000sfCost sf. COMMUNICATIONS/SECURITY/ACOUSTICS 200,000sfArchitecturalsf. DD/CD PHASEScope _ 16-18 ARCH DESIGNERS Stipulated LumpArchitectural Sum ($1,150,000)Scope LeadCompensation Designer Type Project Designer Mic Johnson, AIA, NCARB Stipulated Lump Sum ($1,150,000)NegotiatedCompensation Contract Delivery Type Method JuneNegotiated 4th, 2009 -AugustContract 18th,Delivery 2012 MethodProject Schedule CD PRODUCTION PHASE _ 25-30 ARCHITECTURAL DESIGNERS Project Architect ELLERBE BECKET June 4th, 2009 -August 18th, 2012 Project ScheduleProject Manager Architectural Designer [15-20] INTERNAL Jeff Frush, AIA, NCARB Architectural Drafter [2] Architectural Intern [2] CORE TEAM

PER FIRM CAPACITY _ 1,000- 2,000 DESIGNERS Lead Interior Designer Lead Medical Planner Interior Designer [5-8] Interior Drafter [1] Interior Intern [2]

PER FIRM CAPACITY _ 1,000- 2,000 DESIGNERS CD PRODUCTION PHASE _ 25-30 ARCHITECTURAL DESIGNERS FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL CD PRODUCTION PHASE _ 10-15 STRUCTURAL DESIGNERS CD PRODUCTION

FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB CD PRODUCTION PHASE _ 25-30 M,E,P DESIGNERS PER TRADE EXPECTED FINISH DATE _ 01 . 01 . 2009

ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 10 External Teams Pre October 2010 Post October 2010

MPS MPS State of MN School State of MN School Governing Board Board Authority

MPS (Owner) Owner (Institution) MPS (Owner) (Institution)

Client M.A. Mortenson

Mortenson Development UrbanWorks LLC M.A. Mortenson Designer and Design Legacy

Mortenson Thor Construction Mortenson Thor Construction (Contractor) (Contractor) (Contractor) (Contractor) Construction

Dunham Associates Architectural Programming UrbanWorks' Consultants'

Decision Making Heirarchy UrbanWorks LLC Urban Design Perspectives Fire Protection Consultant (Owner's Consultant)

Piper Jaffray Financing Piper Jaffray Agent

The beginning stages of the MPS Headquarters project delivery method SCHOOLInternal OF ARCHITECTURE Teams - UNIVERSITY OF MINNESOTA was conceived as design-build, which meant that all decisions for the PROFESSIONAL PRACTICE COURSE design would be routed through a single entity, Mortenson M.A.. After arch 5621 professional practice in architecture the change to a design-bid-build project delivery method, UrbanWorks UrbanWorks LLC signedUrbanWorks a separate LLC contract that granted them a larger stake in the decision making process. Gaining a larger stake in project decisions

UrbanWorks Firm allowed UrbanWorksDavid to have greater control over the design of the Primary Tod Elkins Tod Elkins Miller Jeff Scott Dan DeVeau, Mark Nordall Interviewers Principal projectSchoeneck but alsoBeckman added extra levels of communication, liability and Tod Elkins, Principal Interviewee responsibility to the project. Internally, the UrbanWorks hierarchy of Associate AIA, LEED AP Jeff Scott David decision making changed. The project architect, project manager, and Schoeneck Beckman Miller Secondary Collaboration Case Focus Project Mngr. Project Arch. Project Des. project designer still reported to the project principal directly, howeverPROCESS SHIEK MOHAMED ISSUES CONCERNS GOVERNMENT external consultantsPROBLEMS were now overseen by UrbanWorks as well. October 29th, 2013 Date OWNER/CLIENT Decision Making Heirarchy QUESTIONS CORE TEAM MINI CASE TATWEAR CHANGE ORDERS RFI_REQUEST FOR INFORMATION

Tertiary G2 Group STUDY HEALTH CARE CITY [HCC] MULTI_ ENTITIES THREE ENTITIES SIX+TWO SUB_PARTNERS ENTITIES Landform Inc. SUB CONTRACTORS SHIEK MOHAMED (Interior Design) External Teams Minneapolis Public School Headquarters Project MANUFACTURERS OWNER REPRESENTATIVE TATWEAR

BUILDIERS Consultant) (Traffic

Dunham Associates CONTRACTOR HEALTH CARE CITY Meyer Borgman and Meyer Borgman (Security Consultant) SUPPLIERS Close Landscape Inc. (Landsacpe Architect) EXTERNAL UNIVERSITY HOSPITAL Spack Consulting, Inc.

HARVARD MEDICAL Robert Rippe & Assoc. QUANTITY SERVAYER (Mech. / Electrical Eng.) Pre October 2010 Post October 2010 FORMEN (Irrigation Design Cons.) Johnson (Structural Eng.)

James L. Johnson Assoc. M,E,P (Food Service Consultant)

(Civil Eng./ Land Surveyor) CONSULTANTS (Educational Service Center - Davis Center) FACILITY MANAGERS MLC Irrigation Consultants PROJECT MANAGER STAFF RECRUTING PROJECT ARCHITECT STAFF TRAINING MPS UNDER CONTRACT MPS 1250 W. Broadway Avenue Address State of MN FIRM1_GHDState of MN School School FIRM2_SKM DECISION PATHS Governing Board OWNER REPRESENTATIVE Board FIRM3_DUBAI [LOCAL] Minneapolis MN, 55411 Minneapolis Public School District CONFLUENCE PROJECT MANAGEMENT PTE. LTD. The beginning stagesAuthority of the MPS Headquarters FIRM4_NEW YORK Mark Bollinger, Deputy Chief Operating Officer INTERNALMPS Minneapolis School District Client ELLERBE BECKETPROJECT ARCHITECTS (Owner) project deliveryPROJECT method PROPOSAL wasOwner conceived as(Institution) design-build, |Steve Liss | Legal Council Minneapolis School District MPS Civic: Educational Administration Building Type DD_DELIVERYREQUEST FOR PROPOSAL [RFP] ELECTRONIC(Owner) TRACKING QUANTITY SERVEYER which meant that all decisions for the design would (Institution) DAVIS LANGDON ARABIAN GULF CONSULTANTS_[1] ENGLISH, [1] GERMAN, [2] CHINEASE, [2] AUSTRALIAN BUZZSAW/ACONEX M.A. Mortenson $36,000,000 Cost Mortenson M.A | Ken Sorenson | Vice President BIDDER/TENDERER MASTERClient PLANNING OF HEALTH CARE CITY GRAPHIC/DWG’S COMMUNICATION/DATA COREbe routedTEAM through a single entity,DESIGN DEVELOPMENT OFMortenson UNIVERSITY HOSPITAL M.A.. | Dan Lessor | Development$$ ESTIMATION Manager 200,000sf sf. Mortenson Developement STEEL CONCRETE SD/DD PHASE _ 2-3 PLANNERS +Mortenson 3-4 DESIGN ARCHITECTS Development HVAC UrbanWorks LLC M.A. Mortenson Mortenson Construction | Dan Mehis | VP Director of Project Development After the change toCD_DELIVERY a design-bid-build andproject Design Legacy delivery MILLWORK PROJECT MANAGER FAST-TRACKINGDesigner PLASTICS+PAINTS M,E,P

Architectural Scope PRODUCTION FRAMING method, UrbanWorksSKM SUB-PARTNERING AGREEMENT signedFIRM1_GHD [AUSTRALIAN] -a ARCH/STRUCTURAL separate contract DELIVERYthat METHOD FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB FAST TRACKING [PACKAGE DELIVERY] | Ravi Norman | CEO CONTRACTOR Mortenson Thor Construction Mortenson Thor Construction Stipulated Lump Sum ($1,150,000) Compensation Type Thor Construction (Contractor) (Contractor) 1_EXCAVATION (Contractor) (Contractor) grantedANLOR them a larger stakeFIRM3_DUBAIConstruction [LOCAL] in - LANDSCAPE the ARCH decision making SUB_CONTRACTORS FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS 2_STRUCTURAL Negotiated Contract Delivery Method COMMUNICATIONS/SECURITY/ACCOUSTICS STEEL Dunham Associates 3_SUPER-STRUCTURE Architectural Programming DIRECT COMMUNICATION UrbanWorks' Consultants' UrbanWorks LLC process.CONCRETE Gaining a largerDecision Making Heirarchy stake inUrbanWorks project LLC decisions Fire Protection Consultant Urban Design Perspectives HVAC 4_EXTERIOR [SKIN ENCLOSURE] DESIGN BUILD DELIVERY DUE TO(Owner's MANUFACTURER LOCATION Consultant) IN CHINA June 4th, 2009 -August 18th, 2012 Project Schedule SUBMMITED Tod Elkins | Principal, Associate AIA, LEED AP STEEL SUB CONTRACTOR MILLWORK allowedPLASTICS+PAINTS UrbanWorks to have greater control over theCURRENT PHASE 5_INTERIORS FRAMING Jeff Schoeneck | Project Manager, Associate AIA, MECHANICAL Piper Jaffray Financing Piper Jaffray MANUFACTURERS PLUMBING SUPPLIERS design of the project but also added extra levels of QUALITY CONTROL Scott Beckman | Project Architect, BIM Coordinator, AIA, LEED AP ELECTRICAL Agent DD/CD PHASE _ 16-18 ARCH DESIGNERS CONVEYING ELLERBE BECKET8 PEOPLE TOTAL Lead Designer David Miller | Project Designer, AIA, LEED AP communication, liability and responsibilityProject Designer toMic Johnson the, AIA, NCARB project. 2,000 RFI’S Internally, the UrbanWorks hierarchy of decision making SIX INTERIOR DIVISIONS Dunham Associates | Tod Grube | Partner, PE, LEED AP BD + C CD PRODUCTION PHASE _ 25-30Internal ARCHITECTURAL DESIGNERS TeamsProject Architect ELLERBE BECKET Project Manager 6 PROJECT ARCHITECTS CORE TEAM CONTRACTOR Architectural Designer [15-20] INTERNAL Jeff Frush, AIA, NCARB Q + A changed. TheArchitectural Drafterproject [2] architect, project manager, and 2 ENGINEERS DIRECT COMMUNICATION Architectural Intern [2] CORE TEAM

DIRECT COMMUNICATION Urban Design Perspectives | Alishia Belton, AIA SUB CONTRACTOR MEDICAL EQUIPMENT STEEL project designer still reportedLead Interior to Designer the projectUrbanWorks LLC principal UrbanWorks LLC MANUFACTURERS Lead Medical Planner SUPPLIERS Interior Designer [5-8] PUBLIC SPACE [INTERIOR DESIGN] FORMEN directly, howeverInterior Drafter [1] external consultants were now Piper Jaffray | Non-specific personnel Interior Intern [2] REFLECTED CEILING PLAN TEAM David Primary Miller BUILDIERS Tod Elkins Tod Elkins overseen by UrbanWorks as well. JOINERY [MILLWORK + CABINATRY]Jeff Scott Principal Schoeneck Beckman State of MN | Non-specific personnel PARTITION TYPES [2 TEAM MEMBERS]

Jeff Scott David Schoeneck Beckman Miller Secondary Project Mngr. Project Arch. Project Des. Decision Making Heirarchy

Tertiary G2 Group Landform Inc. (Interior Design) (Traffic Consultant) (Traffic Dunham Associates Meyer Borgman and Meyer Borgman (Security Consultant) Close Landscape Inc. (Landsacpe Architect) Spack Consulting, Inc. Robert Rippe & Assoc. (Mech. / Electrical Eng.) (Irrigation Design Cons.) Johnson (Structural Eng.) James L. Johnson Assoc. (Food Service Consultant) (Civil Eng./ Land Surveyor) MLC Irrigation Consultants

ACSA Awards Practice and Leadership: Professonal Practice ProfessionalMinneapolis Public Practice School District Class, School of Architecture, University The ofbeginning Minnesota stages of 11 the MPS Headquarters Mark Bollinger, Deputy Chief Operating Officer |Steve Liss | Legal Council Minneapolis School District project delivery method was conceived as design-build, which meant that all decisions for the design would Mortenson M.A | Ken Sorenson | Vice President be routed through a single entity, Mortenson M.A.. Mortenson Developement | Dan Lessor | Development Manager Mortenson Construction | Dan Mehis | VP Director of Project Development After the change to a design-bid-build project delivery method, UrbanWorks signed a separate contract that Thor Construction | Ravi Norman | CEO granted them a larger stake in the decision making UrbanWorks LLC process. Gaining a larger stake in project decisions Tod Elkins | Principal, Associate AIA, LEED AP allowed UrbanWorks to have greater control over the Jeff Schoeneck | Project Manager, Associate AIA, Scott Beckman | Project Architect, BIM Coordinator, AIA, LEED AP design of the project but also added extra levels of David Miller | Project Designer, AIA, LEED AP communication, liability and responsibility to the project. Internally, the UrbanWorks hierarchy of decision making Dunham Associates | Tod Grube | Partner, PE, LEED AP BD + C changed. The project architect, project manager, and Urban Design Perspectives | Alishia Belton, AIA project designer still reported to the project principal directly, however external consultants were now Piper Jaffray | Non-specific personnel overseen by UrbanWorks as well. State of MN | Non-specific personnel SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA PROFESSIONAL PRACTICE COURSE arch 5621 professional practice in architecture

INTERNAL ELLERBE BECKETPROJECT ARCHITECTS MINI CASE PROJECT PROPOSAL SKIN ECOLOGY STUDY ACOUSTICS DD_DELIVERYREQUEST FOR PROPOSAL [RFP] STRUCTURE CONSULTATION GLAZING SILVER MEDAL CONSULTANTS_[1] ENGLISH, [1] GERMAN, [2] CHINESE, [2] AUSTRALIAN LEED Public Meetings COREOwner's TEAM Meetings MASTERDesign PLANNING Meetings OF HEALTH CARE CITY ConstructionINTERIORS MeetingsRECYCLED MATERIALS MATERIALS GREEN ROOFS DESIGN DEVELOPMENT OF UNIVERSITY HOSPITAL PORCELAIN TILES PROJECT TRACKING INTERNAL CONTRACTOR COSTS SD/DD PHASE _ 2-3 PLANNERS + 3-4 DESIGN ARCHITECTS $1.5 MILLION FOR TRACKING P M CD_DELIVERY M M FAST-TRACKING

June, 2009 SUB-PARTNERING AGREEMENT FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL DECISION PATHS Mo FIRM2_SKM [AUSTRALIAN]Mo - MECH,ELECT,PLUMB Mo Mo M FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS MD COMMUNICATIONS/SECURITY/ACOUSTICS T DD/CD PHASE _ 16-18 ARCH DESIGNERS MD U T MD U T Lead DesignerMD Project Designer Mic Johnson, AIA, NCARB

U U

CD PRODUCTION PHASE _ 25-30 ARCHITECTURAL DESIGNERS Project Architect ELLERBE BECKET Project Manager Architectural Designer [15-20] INTERNAL Jeff Frush, AIA, NCARB P T Architectural Drafter [2]U CORE UTEAM Architectural Intern [2] Uc PER FIRM CAPACITY _ 1,000- 2,000 DESIGNERS Lead Interior Designer Octoober, 2010 Lead Medical Planner T Interior Designer [5-8] Mo M Mo M InteriorMo Drafter [1] M Mo M MD MD Interior Intern [2] MD MD

T U U T PER FIRM CAPACITYUc _ 1,000- 2,000 DESIGNERS Uc January, 2011 CD PRODUCTION PHASE _ 25-30 ARCHITECTURAL DESIGNERS FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL CD PRODUCTION PHASE _ 10-15 STRUCTURAL DESIGNERS CD PRODUCTION

FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB CD PRODUCTION PHASE _ 25-30 M,E,P DESIGNERS PER TRADE EXPECTED FINISH DATE _ 01 . 01 . 2009 Minneapolis Pulblic Schools UrbanWorks Mortenson M.A. Thor Construction UrbanWorks Consultants Mortenson Design Public Development/ Construction August, 2012 ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 12

The MPS Headquarters building design posed many challenges that affected the end result of the design. In this large, civic project, teams appointed leaders as representatives in individual owner entity meetings. Additionally, because the project is quite large (around 200,000sf square feet of office and adult learning space), it requires the collaboration of many professionals from a wide range of disciplines throughout the term of the project. Meetings, processes and lines of communication must be well organized and work together to make good use of these dynamic teams. Arguably, the most effective delivery method for this scale of project would be design-build as it allows for a single contract to envelope all entities involved in the design and construction of the project.

In this case, the state’s restriction forced the client, architect, and contractor to separate their contracts and follow the design-bid-build guidelines once the project was officially engaged. Though this was the case, all parties involved still worked collaboratively on the project and other sub-contracts were handled in a way that reflects the principles of design build.

In the early stages of the project (under design-build), each team had clear understanding of the chain of command which maximized the communication potential of all parties involved in the project. However, the line of communication created put Mortenson at the top of all design and monetary decisions for the project. Liability and contractual obligation fell solely on Mortenson, while all subsidiary agencies reported through them to MPS.

In October, the new contractual documents signed establish very different roles for each team in the project. As noted by Tod Elkins, the design-bid-build delivery method was more of a technicality than a chosen delivery method for this project. However, to limit the number of contracts separating the architect from sub consultants UrbanWorks took on the responsibility of handling all architectural consultant contracts. This helped UrbanWorks maintain a greater control over design constraint caused by HVAC, and electrical designs. Similarly, Mortenson Development oversaw all of the sub- contractors in a similar design-build delivery method allowing them to maintain greater control of the project construction and scheduling. In a way both UrbanWorks and Mortenson Development recognized the requirements imposed by the state, but also worked together to find an alternative project delivery method that could support everyones needs. By merging contracts the client has less contractual obligations and both the architect and contractor can have full control of their consultants and contractors. SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA CURRICULUM PRACTICE CONTENT AND EVOLUTION year 01 year 02 fall spring summer fall spring summer year 03 fall spring

SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA PROFESSIONAL PRACTICE COURSE PROFESSIONALarch 5621 PRACTICE professional COURSE practice in architecturePROFESSIONAL PRACTICE CATALYST PROCESS SHIEK MOHAMED ISSUES CONCERNS GOVERNMENT PROBLEMS QUESTIONS CORE TEAM OWNER/CLIENT MINI CASE TATWEAR CHANGE ORDERS LECTURES RFI_REQUEST FOR INFORMATION STUDY HEALTH CARE CITY [HCC] MULTI_ ENTITIES THREE ENTITIES SIX+TWO SUB_PARTNERS ENTITIES SUB CONTRACTORS SHIEK MOHAMED MANUFACTURERS OWNER REPRESENTATIVE TATWEAR PROFESSIONAL PRACTICE MODULE PRACTICE EXPERIENCE MODEL (INTERNSHIP) BUILDIERS CONTRACTOR HEALTH CARE CITY SUPPLIERS EXTERNAL UNIVERSITY HOSPITAL HARVARD MEDICAL QUANTITY SERVAYER FORMEN CONSULTANTS M,E,P FACILITY MANAGERS PROJECT MANAGER STAFF RECRUTING PROJECT ARCHITECT STAFF TRAINING UNDER CONTRACT FIRM1_GHD FIRM2_SKM DECISION PATHS OWNER REPRESENTATIVE FIRM3_DUBAI [LOCAL] American University in Beirut was designed by CONFLUENCEVJAA PROJECT MANAGEMENTand PTE. LTD. FIRM4_NEW YORK INTERNAL ELLERBE BECKETPROJECT ARCHITECTS has won major design awards. There are many aspects of the PROJECT PROPOSAL

DD_DELIVERYREQUEST FOR PROPOSAL [RFP] ELECTRONIC TRACKING building worthy of study. In this professional practiceclass,QUANTITY SERVEYER DAVIS LANGDON ARABIAN GULF CONSULTANTS_[1] ENGLISH, [1] GERMAN, [2] CHINEASE, [2] AUSTRALIAN BUZZSAW/ACONEX VJAA partners talk about the project repeatedly.BIDDER/TENDERER The CORE TEAM MASTER PLANNING OF HEALTH CARE CITY GRAPHIC/DWG’S COMMUNICATION/DATA $$ ESTIMATION DESIGN DEVELOPMENT OF UNIVERSITY HOSPITAL STEEL repetition is intentionally woven into the course,CONCRETE using AUB SD/DD PHASE _ 2-3 PLANNERS + 3-4 DESIGN ARCHITECTS HVAC CD_DELIVERY MILLWORK PROJECT MANAGER FAST-TRACKING PLASTICS+PAINTS M,E,P as a constant among the many case study examplesFRAMING that the SKM SUB-PARTNERING AGREEMENT FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL DELIVERY METHOD PRODUCTION FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB FAST TRACKING [PACKAGE DELIVERY] CONTRACTOR students see over the course of the semester. AUB is used ANLOR FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH 1_EXCAVATION SUB_CONTRACTORS FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS 2_STRUCTURAL COMMUNICATIONS/SECURITY/ACCOUSTICS to illustrate practice based research, flow of responsibilities, STEEL 3_SUPER-STRUCTURE DIRECT COMMUNICATION CONCRETE HVAC 4_EXTERIOR [SKIN ENCLOSURE] DESIGN BUILD DELIVERY DUE TO MANUFACTURER LOCATION IN CHINA SUBMMITED flow of relationships, flow of data, and flow of money. STEEL SUB CONTRACTOR MILLWORK PLASTICS+PAINTS CURRENT PHASE 5_INTERIORS FRAMING MECHANICAL MANUFACTURERS PLUMBING QUALITY CONTROL SUPPLIERS ELECTRICAL DD/CD PHASE _ 16-18 ARCH DESIGNERS CONVEYING ELLERBE BECKET8 PEOPLE TOTAL Lead Designer Project Designer Mic Johnson, AIA, NCARB Images here are from lectures discussing practice-based2,000 RFI’S SIX INTERIOR DIVISIONS

CD PRODUCTION PHASE _ 25-30 ARCHITECTURAL DESIGNERS Project Architect ELLERBE BECKET research and introducing the project Project Manager 6 PROJECT ARCHITECTS CORE TEAM CONTRACTOR Architectural Designer [15-20] INTERNAL Jeff Frush, AIA, NCARB

Q + A Architectural Drafter [2] 2 ENGINEERS DIRECT COMMUNICATION Architectural Intern [2] CORE TEAM

PARTITION TYPES [2 TEAM MEMBERS]

ACSA Awards Practice and Leadership: Professonal Practice Professional Practice Class, School of Architecture, University of Minnesota 13 SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA CURRICULUM PRACTICE CONTENT AND EVOLUTION year 01 year 02 fall spring summer fall spring summer year 03 fall spring

SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA PROFESSIONAL PRACTICE COURSE PROFESSIONALarch 5621PRACTICE professional COURSE practice in architecturePROFESSIONAL PRACTICE CATALYST PROCESS SHIEK MOHAMED ISSUES CONCERNS GOVERNMENT PROBLEMS QUESTIONS CORE TEAM OWNER/CLIENT MINI CASE TATWEAR CHANGE ORDERS LECTURES RFI_REQUEST FOR INFORMATION STUDY HEALTH CARE CITY [HCC] MULTI_ ENTITIES THREE ENTITIES SIX+TWO SUB_PARTNERS ENTITIES SUB CONTRACTORS SHIEK MOHAMED MANUFACTURERS OWNER REPRESENTATIVE TATWEAR PROFESSIONAL PRACTICE MODULE PRACTICE EXPERIENCE MODEL (INTERNSHIP) BUILDIERS CONTRACTOR HEALTH CARE CITY SUPPLIERS EXTERNAL UNIVERSITY HOSPITAL HARVARD MEDICAL QUANTITY SERVAYER FORMEN CONSULTANTS M,E,P FACILITY MANAGERS PROJECT MANAGER STAFF RECRUTING PROJECT ARCHITECT STAFF TRAINING UNDER CONTRACT FIRM1_GHD FIRM2_SKM DECISION PATHS OWNER REPRESENTATIVE FIRM3_DUBAI [LOCAL] CONFLUENCE PROJECT MANAGEMENT PTE. LTD. FIRM4_NEW YORK

VJAA’s team was drawn from a global network of consultants, INTERNAL ELLERBE BECKETPROJECT ARCHITECTS some with previous relationships and others new. Issues PROJECT PROPOSAL DD_DELIVERYREQUEST FOR PROPOSAL [RFP] ELECTRONIC TRACKING QUANTITY SERVEYER around the contract, fees and responsibilitiesDAVIS are LANGDON explainedARABIAN GULF CONSULTANTS_[1] ENGLISH, [1] GERMAN, [2] CHINEASE, [2] AUSTRALIAN BUZZSAW/ACONEX BIDDER/TENDERER CORE TEAM MASTER PLANNING OF HEALTH CARE CITY GRAPHIC/DWG’S COMMUNICATION/DATA in a series of lectures. The client was complex$$ ESTIMATION with several DESIGN DEVELOPMENT OF UNIVERSITY HOSPITAL STEEL CONCRETE SD/DD PHASE _ 2-3 PLANNERS + 3-4 DESIGN ARCHITECTS HVAC CD_DELIVERY stakeholders and decision making layers. MILLWORK PROJECT MANAGER FAST-TRACKING PLASTICS+PAINTS M,E,P FRAMING SKM SUB-PARTNERING AGREEMENT FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL DELIVERY METHOD PRODUCTION FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB FAST TRACKING [PACKAGE DELIVERY] CONTRACTOR ANLOR FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH 1_EXCAVATION SUB_CONTRACTORS FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS 2_STRUCTURAL COMMUNICATIONS/SECURITY/ACCOUSTICS STEEL 3_SUPER-STRUCTURE DIRECT COMMUNICATION CONCRETE HVAC 4_EXTERIOR [SKIN ENCLOSURE] DESIGN BUILD DELIVERY DUE TO MANUFACTURER LOCATION IN CHINA SUBMMITED STEEL SUB CONTRACTOR MILLWORK PLASTICS+PAINTS CURRENT PHASE 5_INTERIORS FRAMING MECHANICAL MANUFACTURERS PLUMBING QUALITY CONTROL SUPPLIERS ELECTRICAL DD/CD PHASE _ 16-18 ARCH DESIGNERS CONVEYING ELLERBE BECKET8 PEOPLE TOTAL Lead Designer Project Designer Mic Johnson, AIA, NCARB 2,000 RFI’S SIX INTERIOR DIVISIONS

Q + A Architectural Drafter [2] 2 ENGINEERS DIRECT COMMUNICATION Architectural Intern [2] CORE TEAM

PARTITION TYPES [2 TEAM MEMBERS]

ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 14 SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA CURRICULUM PRACTICE CONTENT AND EVOLUTION year 01 year 02 fall spring summer fall spring summer year 03 fall spring

SCHOOL OF ARCHITECTURE - UNIVERSITY OF MINNESOTA PROFESSIONAL PRACTICE COURSE PROFESSIONALarch 5621 PRACTICE professional COURSE practice in architecturePROFESSIONAL PRACTICE CATALYST PROCESS SHIEK MOHAMED ISSUES CONCERNS GOVERNMENT PROBLEMS QUESTIONS CORE TEAM OWNER/CLIENT MINI CASE TATWEAR CHANGE ORDERS LECTURES RFI_REQUEST FOR INFORMATION STUDY HEALTH CARE CITY [HCC] MULTI_ ENTITIES THREE ENTITIES SIX+TWO SUB_PARTNERS ENTITIES SUB CONTRACTORS SHIEK MOHAMED MANUFACTURERS OWNER REPRESENTATIVE TATWEAR PROFESSIONAL PRACTICE MODULE PRACTICE EXPERIENCE MODEL (INTERNSHIP) BUILDIERS CONTRACTOR HEALTH CARE CITY SUPPLIERS EXTERNAL UNIVERSITY HOSPITAL HARVARD MEDICAL QUANTITY SERVAYER FORMEN CONSULTANTS M,E,P FACILITY MANAGERS PROJECT MANAGER STAFF RECRUTING PROJECT ARCHITECT STAFF TRAINING UNDER CONTRACT FIRM1_GHD FIRM2_SKM DECISION PATHS OWNER REPRESENTATIVE FIRM3_DUBAI [LOCAL] To fully understand how research and the flowsCONFLUENCE of PROJECT MANAGEMENT PTE. LTD. FIRM4_NEW YORK INTERNAL ELLERBE BECKETPROJECT ARCHITECTS responsibilities, relationships, data and money worked in PROJECT PROPOSAL

DD_DELIVERYREQUEST FOR PROPOSAL [RFP] ELECTRONIC TRACKING this project, original design documents are used toQUANTITY illustrate SERVEYER DAVIS LANGDON ARABIAN GULF CONSULTANTS_[1] ENGLISH, [1] GERMAN, [2] CHINEASE, [2] AUSTRALIAN BUZZSAW/ACONEX BIDDER/TENDERER CORE TEAM MASTER PLANNING OF HEALTH CARE CITY GRAPHIC/DWG’S COMMUNICATION/DATA the range of analysis, inclusion of the consultants$$ ESTIMATION and DESIGN DEVELOPMENT OF UNIVERSITY HOSPITAL STEEL CONCRETE SD/DD PHASE _ 2-3 PLANNERS + 3-4 DESIGN ARCHITECTS decision making by the client HVAC CD_DELIVERY MILLWORK PROJECT MANAGER FAST-TRACKING PLASTICS+PAINTS M,E,P FRAMING SKM SUB-PARTNERING AGREEMENT FIRM1_GHD [AUSTRALIAN] - ARCH/STRUCTURAL DELIVERY METHOD PRODUCTION FIRM2_SKM [AUSTRALIAN] - MECH,ELECT,PLUMB FAST TRACKING [PACKAGE DELIVERY] CONTRACTOR ANLOR FIRM3_DUBAI [LOCAL] - LANDSCAPE ARCH 1_EXCAVATION SUB_CONTRACTORS FIRM4_NEW YORK - LOW VOLTAGE SYSTEMS 2_STRUCTURAL COMMUNICATIONS/SECURITY/ACCOUSTICS STEEL 3_SUPER-STRUCTURE DIRECT COMMUNICATION CONCRETE HVAC 4_EXTERIOR [SKIN ENCLOSURE] DESIGN BUILD DELIVERY DUE TO MANUFACTURER LOCATION IN CHINA SUBMMITED STEEL SUB CONTRACTOR MILLWORK PLASTICS+PAINTS CURRENT PHASE 5_INTERIORS FRAMING MECHANICAL MANUFACTURERS PLUMBING QUALITY CONTROL SUPPLIERS ELECTRICAL DD/CD PHASE _ 16-18 ARCH DESIGNERS CONVEYING ELLERBE BECKET8 PEOPLE TOTAL Lead Designer Project Designer Mic Johnson, AIA, NCARB 2,000 RFI’S SIX INTERIOR DIVISIONS

Q + A Architectural Drafter [2] 2 ENGINEERS DIRECT COMMUNICATION Architectural Intern [2] CORE TEAM

PARTITION TYPES [2 TEAM MEMBERS]

ACSA Awards Practice and Leadership: Professonal Practice Professional Practice Class, School of Architecture, University of Minnesota 15 ARCH 5621: Professional Practice, Fall 2017 School of Architecture, College of Design Prof. Reneé Cheng University of Minnesota Professor in Practice Nathan Knutson Tues and Thurs 1:00 – 2:15 pm, Rapson Hall 54

Syllabus NAAB Criteria: A.11, B.7, C.3, C.4, C.5, C.6, C.7, C.8, C.9

Instructors Renée Cheng, FAIA, Professor Nathan Knutson, AIA, Professor in Practice Jessica Horstkotte, Instructor, (support for Firm Interview and Mini-cases) Lucas Glissendorf, Teaching Assistant

Looking forward, what can we anticipate? Like every burgeoning epoch, the twenty-first century will contour research and practice with its own unique signature. The interdependence between practice and applied research will surely intensify in the future, as we have already witnessed by the recent advances in digital imaging, virtual construction, and information design; accelerating developments in building science and sustainability; greater understanding of rapidly changing global economics; and new paradigms in architectural theory with new significance for practice. Undoubtedly, as research in architecture stimulates greater degrees of precision in our design, production, and management of the constructed world, it will increasingly influence our evolving professional identity. Daniel Friedman, Reflections on Research, 2006

What we are really doing is changing the conversation. Ed Mazria (founder Architecture 2030), Interview

If you want to survive, you’re going to have to change. If you don’t change you’re going to perish….since [1986] architecture has been eviscerated. We’re cake decorators, we’re stylists. If you’re not dealing in direct performance of a work and you’re not building it and taking responsibility for it, and standing behind your product, you will not exist as a profession. Thom Mayne, Change or Perish, 2006 COURSE OBJECTIVES The objective of this course is to make clear the connection between design and the building production industry now and in the future. Climate change and data-driven technology are transforming practice, creating a new relationship between architectural design and research and new roles for architects in multidisciplinary teams. Case examples will show how design choices are made in the context of presenteconomic, ethical and contractual forces and how these might project forward to the future. Course material will cover issues related to design and construction documentation, sequence, coordination, and communication, as well as financial and legal responsibilities and how such concerns impact the design. Exercises are intended to encourage students to develop understanding of current practices and question where they can be transformed.

ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 16 COURSE STRUCTURE Lectures Class sessions will include lectures, panels and in class exercises. Prompt attendance for every session is required, if only as a courtesy to our many guest lecturers. Following each session, students will use Twitter to state a question that advances the topic of discussion. These reflections are not graded but used for continuous course improvement as well as NAAB accreditation documentation, showing evidence of student engagement with specific course material. Additionally it records attendance.

Lectures are divided into the following sections: Context The introduction will place the history and traditions of practice in contrast to the rapid changes occurring in contemporary practice. Lectures will cover recent projections on the future of architectural practice through Sustainable Design described in the Architecture 2030 goals, Integrated Project Delivery (IPD), and data-based technology such as Building Information Modeling (BIM). Research The relationship between academic and professional research is becoming ever more critical as the level of complexity in practice has grown. These lectures will examine the nature of research, research typologies, and practice-based research. Law and the Flow of Responsibilities Lectures will focus on the responsibilities of a professional architect throughout a project from request for proposals (RFP) to construction administration. Lectures will cover challenges in understanding the legal role of the architect in light of changing project delivery methods, building production and performance criteria. Collaboration, Leadership and the Flow of Relationships Lectures will describe various modes of collaborative practices and their implications on interdisciplinary work, authorship and other possible areas of negotiation and tension. Case examples will be used to illustrate how stakeholders communicate and resolve issues. Data and the Flow of Information Case examples will illustrate how information is formed, tracked and communicated in the form of construction documents and management of changes over time, particularly in the context of data-driven technology and digital media. Finances and the Flow of Money This section will concentrate on economic forces that shape building development at multiple scales. Lectures will cover the basic mechanisms of financing and relate their effects to patterns of development. Cost management in traditional and integrated project delivery methods will be discussed.

ACSA Awards Practice and Leadership: Professonal Practice Professional Practice Class, School of Architecture, University of Minnesota 17 ASSIGNMENTS

Student projects will be assigned to complement the lecture sequence, readings and panel presentations. Assignments are to be treated as absolute deadlines, no extensions or make-ups will be given except in extenuating circumstances. Note deadlines are heavily front loaded in the semester to avoid conflict with final studio charrette, this requires you to stay on top of deadlines starting on the first day of class. Context: Local Firm Interview 15% A list of firms in the Twin Cities will be the source for interviews by teams of two students. Interviews will cover the firm’s profile, organization and business structure. A comprehensive graphic and written report is required, forming the basis for a second meeting with the firm later in the practice section of the course. Research: Research-based Practice Futures 15% A list of national and international practices will serve as a basis for analyzing research-based practices and understanding how they frame effective research questions. Work will be done individually. Practice Exercises: Section Synthesis 24% There are four practice sections: Responsibilities, Collaboration, Data, and Finance. Individual students are required to produce a 500 word essay for each section, synthesizing lectures, readings and panel discussions. This is not an objective report but a critical reflection on the topic that advances the class dialogue and draws connections between in-class material and outside sources where appropriate. Practice Exercise: Twitter/Convention 6% AIA Minnesota Convention is the third largest AIA component event in the US. World-class speakers participate and there are knowledge-rich exhibits. Students are required to demonstrate active engagement with at least one speaker and one exhibit through Twitter activity. Additional activity relevant to the course is required through the semester. Criteria for this segment are quantity and relevance. Practice Exercises: Mini-case Study 35% This is a continuation of the Firm Interview. Complete a mini-case study highlighting any one of the four practice sections. Case studies are intended to provide an orientation to the complexity of practice by recording the interrelationships of people, contracts, information and money. The mini-case study explores the decision-making process and examines the consequences of a critical moment within a project. Mini- cases produced by students are part of a class-wide dialogue with professionals, selected studies will be presented in class and may be shared beyond the class to firm or others.

ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 18 WRITING

High-quality, clear and jargon-free writing is expected for all student work. Quality of writing will be consistently used as grading criteria for each exercise, poorly written exercises will be required to revise and resubmit with late penalty. The University Center for Writing provides excellent support. We recommend you use this resource before you submit work.

REQUIRED MEMBERSHIPS/ACCOUNTS The following course requirements are intended to facilitate engagement with important organizations in the broad architectural community. If any of the following requirements poses undue hardship, see the instructor during the first week of class.

It is a course requirement that all students register in one or both of the following organizations: American Institute of Architecture Students (AIAS) Minnesota Chapter, Internship Development Program (IDP)

Students are required to have Twitter accounts and are encouraged to use this medium to share articles or thoughts relevant to the topics in the class. The instructor and TA should be added to your “follow” list.

GRADING

Grades will be on a hundred point system. Points will be determined by how well the objectives of the exercise are met and the quality of the execution of those objectives. It is extremely important that you ask questions to clarify the intentions and ground rules for each assignment. Late submissions and revisions are accepted at the discretion of the instructor and are subject to a 20% grade reduction. Team projects will be graded by team, and it is important that work is coordinated between individuals and that each team member participates fully. Peer grading will be factored into the evaluation of team exercises.

The grading for the course is broken down as follows:

Attendance and participation 5% Context: Firms Interview (team of two) 15% Research: Research-based Practice 15% Practice: Section Syntheses (4 @ 6% each) 24% Practice: Convention/Twitter Activities 6% Practice: Mini-case Study (team of two) 35%

ACSA Awards Practice and Leadership: Professonal Practice Professional Practice Class, School of Architecture, University of Minnesota 19 5621: Professional Practice 2017 Fall Schedule

5621: Professional Practice 2017 Fall SCHEDULE Rapson 43 (draft 8/29/17) Week # Tuesday 1:00-2:15 Thursday 1:00-2:15 Week 1 Context: Introduction/ Past and Present Context: Emerging Practices (rc) Professional Practice (rc) Sept 5/7 Firm interviews issued Reading Friedman, Bernstein Week 2 Context AXP, EPC, ARE Internship and beyond Research: (andrea, meg parsons) Research in Practice Panel (stefnee and adam) Sept 12/14 Reading Fisher

Week 3 Research: The Nature of Research (rc), Research: Emerging Research Topics (rc) Sept 19/21 Firm Interviews due Research critique issued Week 4 Responsibilities: Case Beirut 1 (nk) Responsibilities: Beirut exercise (nk) IN CLASS EXERCISE

Sept 26/28

Week 5 Responsibilities:: Architect Do’s and Don’ts Responsibilities: Programming (rc) (o’connor) Oct 3/5 Mini-cases issued Research critique due Week 6 Responsibilities: Programming exercise: SJU Responsibilities: Ethical Dilemmas in Practice (nk) (tom fisher)

Oct 10/12 Week 7 Responsibilities: RFP’s and RFQ’s (ed kodet) Responsibilities: Failures: Cases _ Citicorp Hancock (rc) Oct 17/19 Week 8 Collaboration: Case Studies Engineers (rc) Collaboration: Behavioral/Cultural (rc) Oct 24/26 Section Synthesis due (Responsibilities)

Week 9 Collaboration: Intellectual Property and Collaboration: Case_Beirut 2 (nk) Copyright (nk) Oct 31/Nov 2 Mini-cases due

Week 10 Data: Emerging Issues of Data Transfer Panel Data: Construction Sequence & Critical Path: Case Tokyo Forum (rc) Nov 7/9 Section Synthesis due (Collaboration)

Week 11 Data: Case_EMP (rc) No class: required attendance at one convention session (your choice) Nov 14/16 AIA MN convention ongoing AIA MN convention ongoing

Week 12 Finance: Client Role (Tom LaSalle) Nov 21/23 Section Synthesis due (Data) Thanksgiving Holiday, No class

Week 13 Finance: Public v Private Development (Chris Finance: Entrepreneurial financial models Wilson, PPL, Kit Richardson) Nov 28/30

Week 14 Finance: Cost Control/Life Cycle Costing Mini case discussion with firms (Faithful/Gould) Dec 5/7

Week 15 Finance: Running a Practice Panel Exam week, No class: Thurs DEC 15 Final Due Date Dec 12 Section Synthesis due (Finance), Revisions on any previous exercises due

ACSA Awards Practice and Leadership: Professional Practice Professional Practice Class, School of Architecture, University of Minnesota 20