________________________________________________________________________________________________________________________
proposed plans . With time as a constraint , we only had a weekend to establish costs and timelines that would align with the new budget . When we reached the end of the validation stage after a couple of months , we were still considerably over the target budget . At this stage , we decided to incorporate agile swarming , which is a great technique that pushes a team to collaborate at high levels , preventing it from falling into independent , asynchronous work . The concept of swarming was created by Toyota and comes from a lean manufacturing system ; the idea being that if anybody spots a defect along the production line , they are empowered to shut down the whole factory floor so everybody can swarm , focus on the problem and how to resolve it . While it seems counterintuitive to halt production , it does mean you ’ re not continuing to crank out defective work while you solve that issue .
“ We implemented that process , brought the team together to focus on the best interests of the project and ran multiple models . Over a two-week period , a single proposal was reached . It was taken to the leadership team and the decision was almost immediately taken to move forward . Four years later , and those decisions have been upheld and we continue to work in accordance with them . This really highlights that if we understand how the client defines value , we can focus on formulating the best approach for each unique project .
“ While the instinct is to get started on a project straightaway , it ’ s crucial to take a step back . Rather than reacting , focusing on who will be involved in a project and creating alignment is the first step . Establishing communication and trust are key and taking the time to do so is essential . Putting frameworks in place for intentional communication is also critical , as it enables negotiation , which , in turn , engenders trust .”
Alongside technology , systems , and modeling software , the relatively new ease with which teams communicate remotely has broadened access to expertise . “ We no longer rely on a local specialist ,” Naomi explains . “ In one sense , it ’ s totally broadened our reach in terms of who we ’ re able to onboard , in another , there is an element of distance that can reduce the gravity of commitment . Personal interaction often better facilitates conflict resolution and negotiation , for example , so I think it ’ s important to bear that in mind .
“ Looking to the future , collaborative construction is the way forward . Traditionally , the hard bid approach , where the owner hires the designer to draw up the project plans and then bids the work out to general contractors for the lowest bid , was the preferred process . Today , the collaborative delivery method , with more of a shared risk and reward model , is gaining pace .
“ In this industry , there are so many smart , talented people and we get to work with all of them . If you go into projects with the mindset of being part of a team , then you can benefit from the opportunity to learn something new . Moving around within different roles hasn ’ t given me all the answers but it ’ s helped me to ask better questions . I do my best to pay forward the experience and mentorship I ’ ve been lucky to receive . I had a great mentor , called Marc , who is retired now but still calls me on my birthday . He had my best interests at heart , both personally and professionally . Leaning in , building a connection with someone who ’ s starting out and supporting them on their career path is phenomenal ,” she enthuses . ■
www . mccarthy . com
12