Do we build the right thing ?

1. Do we build the right thing ? Problems: We are duplicating well known building typologies endlessly. Projects with stakeholder involvement and flat demokratic decision structures tend to come up with lowest common denominator solutions Expert driven projects run into conflict with stakeholders in the implementation phase of the projects

2. Do we build the right thing ? • Research question: How can we make sure that future buildings will have an innovative content corresponding to future user needs? • Asumption: We need to be working with clients and stakeholders on realising their potential needs and values before the very beginning of a project.

3. Briefing: Briefing is today mostly done in a linear way presuming that stakeholders know what they want if they are just asked properly. In reality stakeholders don´t know what they want until they see what they can get. Therefore briefing is no linear process.

4. The non-linear devellopment of a project

5. 2 different meta phases

6. There is a basic difference between the structure of activities in the briefing and early sketching phases of a project and the structure of work being done in the later phases. The design of working processes for these two different meta phases must therefore be seen as separate and almost complimentary.

7. Value Innovative buildings must create value for the stakeholders. That means we have to look at how value is created in the knowledge society

8. Content of this paper The objective of this paper is to compare the notion of value and innovation as presented by Max H. Boisot, with the processes and activities in the early phases of construction projects.

9. Max H. Boisot: Knowledge assets: Potential value is created when concrete personal information is being transfered to a formula (codification) and general applicability can be extracted from this information (abstraction). This potential value can be realised when it is induced in a broader public forum. (diffusion)

10. Information space

11. Information space, potential value • V-max • V-min

12. Information handling in construction projects

13. Presumption: Only the potential value (knowledge assets) that is created in the early phases (briefing and sketching) can later be returned to the client in the form of realised value.(Hardware assets)

14. Production of value

15. Consultant pulling in early phases • Creating potential value is a pulling act. • The consultant is pulling information from the client (Gibson: Front end planning is the responsability of the client/sponsor??) Client pulling in later phases Creating applied value is also a pulling act. The client is pulling a project and a construction from the consultants and the contractors (Transformation Flow Value of Lean Construction, Koskela)

16. Research question: • How can we extend the amount of potential value being created (gathered) during the briefing and design phases. Objective: To create potential value through the codification and abstraction of accessible knowledge pulled from the client and to facilitate the diffusion and materialization of this value throughout the entire planning and construction process. (Collect and spread the news)

17. The non-linear devellopment of a project

18. Further research for this paper • How is information typically codified and made abstract in briefing processes. • What links can be established to the Transformation Flow Value theorys of Koskela • . • .

19. Further research outside this paper • Methods: Transdisciplinary teams • Preject manager • Master of abduction • Tools Investigations • Confrontations • Stories