MG Taylor and Athenaeum International use a number of models to describe complex human interactions.  One model that is important in our project management process is the Design Formation Model.  Based on traditional design/build project management, it includes one aspect that is key to its difference: constant feedback that informs the process and requires the project vision to be rebuilt at many different levels. Although our fiduciary responsibility requires us to maintain confidentiality about projects for specific clients, the following story illustrates one view of our process.

Frank Lloyd Wright’s approach to design formation was to combine architectural, construction and engineering skills with the needs of the client to create something greater than either the professionals or the client could create alone.  Wright’s philosophy was that the building should help the client become what they could be, a quality the client was never able to articulate at the outset.  Design Formation should bring in the qualities of invention, exploration, shared discovery, the process of something being brought to life, and the thing itself.  The Design Formation model is a model about modeling, iterating, and using feedback continuously to inform and reform the plan. In both architecture and  transition management, the final product should broaden, expand, challenge, push and recreate the original program.

Program.  More than the basic definition, boundaries and scope of the project, usually expressed as a list of specifications, the program is a story that inspires, informs, and surprises. Developing the program requires listening, envisioning, recreating stories that reveal broad themes, searching for patterns and archetypes, and applying them with strength and passion to what you are called upon to create. Often, the initial program for an AI environment is conceived at an MG Taylor DesignShop^TM event or in a collaborative interaction with our processes. These events may be in an RDS deployment, in a knOwhere Store, or in one of our client environments. Clients see the possibilities for an open, knowledge rich environment, and the need for a flexible, adaptable, and playful environment in which group genius can emerge. They begin to see the possibilities offered by our environments as far beyond the traditional--and they begin to expect more from it.

Schematic Concept.  The schematic proliferates options, “rough sketches”  of the basic design.  Developing the schematic concept embodies the axiom, “In every adverse situation, there are hundreds of good solution.” Find as many of those simple, elegant solutions as you can.  Improvise.  Capture the essence, patterns, themes. Recreating the vision, clients work with AI and MG Taylor staff to test various suggested solutions.  Often, a good way to begin these "rough sketches" is to have a temporary facility in which the staff of the future facility can operate.  Recently, AI made a suite of our furniture available for client staff and MG Taylor knowledge workers to use in a temporary facility while their permanent one was being built.  Their experiences contributed to the final design of the space.  With another client, the knOwhereTM Staff is planning to clear a large space in their facility so the client staff can move furniture around themselves and contribute to the design process.

Preliminary Design. The formulation of the project with some precision, perhaps proportions and scale.  This stage embodies the tug and pull between vision and practical engineering considerations, between program and project vantage points.  If an AND solution can be found, the final creation will become alive. Instead of relying on past experiences, create new ones. At this stage, practical considerations such as budget and time schedules begin to impact decisions.  Usually during this phase, some specific characteristics of the project become apparent that tell us our standard elements will not totally fill client needs.  New ideas, designs and furniture elements often spring from the needs which emerge. Custom elements for our clients have ranged from especially designed entranceways to exit doors in radiant walls.

Design Development.  The detailed engineering of the project, including cost analysis time lines, and other details. Purpose and intent are made sharp and clear.  Hold to the vision which the co-designers are living. Bring art and skill to development.  Don’t compromise the design because of current skill levels. The synergy between all components becomes apparent and the flows natural. At this stage, final pricing and timelines are arranged.  Throughout the project, the complete participation of all members of the Design/Build/Use team is important, but it is at this phase that commitment is necessary.  Not only is the physical space design developed, but the "work space" in which the rapid prototyping will take place--the trust, understanding of the vision, and intention to collaborate are developed. It is at this stage that the team's intention to work for the good of the entire project rather than for individual gain is crucial. With this commitment, detail considerations will not strangle the project.

Contract Documents.  The detailed implementation plan, including all necessary agreements, contracts and time lines.   These are precise and detailed, the revelation of a fractal and recursive design.  They must inspire and instruct so they can be employed with as little detail as possible. They must reach to the deepest commitment team members can make. When all members of the team agree on what is necessary, the process can proceed without the costly time delays characteristic of many jobs.  AI pledges to install appropriate items, to work to remain flexible and responsive to client needs.  With a clear vision and shared understanding, all parties are comfortable with changing details.  Because the contract document stage is one of trust, we are often able to work with a client to iterate orders right up until installation or after the environment has been in use for a period.

Production Management.  The management of a project through its implementation phase.  Span the space between the vision and physical manifestation, bringing care and skill to the project.  In rapid, on-the-spot, spontaneous fashion, you will be called upon to improvise, reconsider, reprove, and improve. Since our environments are complex, adaptive systems, small changes can have a "ripple effect" with large impact.  Often, preliminary space drawings are not fully accurate.  With a complex system and many custom items, a three-inch difference between plans and reality can be crucial.  The amount of light coming from windows or acoustical considerations from street traffic can effect the ambiance of the environment. With a team based on trust and professionalism, decisions which make the system viable can be made immediately. In such an environment, all of the trades can work harmoniously together with trust.  It is this management environment that allows us to complete construction in a fraction of the normal time.

Evaluation.  Feedback based on completion and use of the project.  This is not a final stage of the project, but one that should be entered at every phase.  Move between all of the stages as often as necessary.  Avoid linearity. Because of the feedback during the construction period, our clients can and do schedule and successfully manage events only hours after our construction crews complete their work.

See the MG Taylor web page www.mgtaylor.com for a complete explanation of this model.
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