“We are kept from our goal not by obstacles but by a clear path to a lesser goal.”Robert Brault
It’s time to wrap up our look at Precision Development Scheduling…
In Part 1 we looked at how different members of the project team view development schedules and how those views inform their priorities and, in turn, inform the outcomes for the project.
In Part 2 we broke down Precision Development Scheduling to see how it works and why it’s successful at reduce both the time it takes to deliver a project and the overall spend in getting to that completed project.
In Part 3 we put Precision Development Scheduling up against a client’s DIY approach on a specific building typology (a restaurant) to see how it saves time and money.
👇🏻 This is Super Important!
The key takeaway I would want everyone to learn from the workflows behind Precision Development Scheduling is that you have to move through all of the high-level phases every single time and you have go through those phases in order every single time. Any deviation from this process will cause problems, and the severity of the problems is connected to how early in the schedule the deviation(s) occurred. We saw this over and over in every example of a development schedule that wasn’t a Precision Development Schedule.
As we discussed in Part 2, those early phases of project delivery are the most important, if not the most glamorous, and maybe that’s why so many architects stray from the process. We’re wired to be thinking about the design and solving that problem (i.e. drawing and iterating and all that sexy architect-y stuff), which is vitally important, for sure — but if you don’t do the tough grunt work to make sure you understand the path from the idea in the client’s mind to built reality, you haven’t fully designed the project, even if you have a pretty building drawing that everyone is in love with and excited about.
Embrace Being the Generalist of the Project Team
No one else on the project team — no one — understands as much about everybody’s roles and the connection of those roles to the process of making an idea into reality than the architect. Embrace being the generalist of the project team and take control using Precision Development Scheduling. Resist it when members of the team want to rush into a different phase or skip over some milestones — hell, resist it when you want to do that too!
For me it helps to remember that all of the phases of project delivery are an opportunity to design something, even if it isn’t a building or space, and there’s real joy to be found in just designing solutions in general.