The 1990s saw significant change in the design and construction industry with the widespread adoption of computer aided design and methods of construction that are now commonplace.

needs to watch these carefully.. That does not mean that they will not or cannot be changed, it does mean that any shifting of the cornerstones is picked up quickly and holistic problem solving is kicked-off to retain or increase the value.Project management is often focused on physical scope change and can be blind to shifts in approach and people dynamics which can have profound impacts..

If market demand starts to increase, is there an opportunity to take advantage or vice versa.If a construction partner finds a cheaper way to deliver a part of the project does that put holistic value at risk or maybe it allows investment elsewhere where more value can be delivered.. As design moves towards construction and beyond, an.approach needs to ensure that all parties are doing the job that fits their capability best and decisions are made with a focus on delivering shared value, to client, the client’s customers, the widest project team and society.. Of course, the way the work is contracted needs to be aligned to sharing value, of which financial risks and opportunities play a significant role; but that is another story….

Professor John Dyson spent more than 25 years at GlaxoSmithKline, eventually ending his career as VP, Head of Capital Strategy and Design, where he focussed on developing a long-term strategic approach to asset management..While there, he engaged Bryden Wood and together they developed the Front End Factory, a collaborative endeavour to explore how to turn purpose and strategy into the right projects – which paved the way for Design to Value.

He is committed to the betterment of lives through individual and collective endeavours.. As well as his business and pharmaceutical experience, Dyson is a Professor of Human Enterprise at the University of Birmingham, focussing on project management, business strategy and collaboration.. Additionally, he is a qualified counsellor with a private practice and looks to bring the understanding of human behaviour into business and projects.. To learn more about our Design to Value philosophy, read Design to Value: The architecture of holistic design and creative technology by Professor John Dyson, Mark Bryden, Jaimie Johnston MBE and Martin Wood.

Available to purchase at.Some time ago now, after I had really started to explore in a very practical way the ideas of collaboration, we stumbled across a factor which on reflection should have been more obvious; working in an environment which had a strong architectural inheritance.These processes act as a tool bag: one is never sure at the start of a project the necessary order of things – although dialogue always comes first..

Many clients might expect a roadmap that they can follow, but part of Design to Value is the capacity to live with a bit of uncertainty.Clients need to understand that their project team members might feel uncomfortable about a new and unfamiliar process and we encourage the senior client representative to reassure their team that this is expected and it’s okay.

They need to understand that the standard processes are comfortably wrong: everyone feels comfortable about them but they produce the wrong answer, and that is because the path is predefined.. Once the values of a project are established, diagramming begins.Visual language is key to articulating this.