Effective Team Selection Saves Time and Money

by Robert A. Koch, AIA
Fugleberg Koch Architects

The development process is the product of a team of experts working together on a common objective.

That team can be assembled from individuals and consultants that believe in a common vision and that exhibit cooperative interaction throughout the development process. Together with team oriented management processes that encourage scheduled group interaction, this group can:
• Enhance the timely execution of the pre-construction efforts,
• Serve to offer “checks and balances”
• Advance value engineering input earlier into the concept development process where it limits delays from latent price saving recommendations.

That team can be made of unfamiliar forces, with independent experience and agendas, that interact at random times and communicate only by crises motivation. Such organizational structures place great demands on the team facilitator to insure proper interplay, early issue discovery, and full coordination on challenges in the path of progress. Seldom do they succeed.

Who, how and when are the enhanced teams assembled?
The simple answers are:

Who – Teams should comprise interactive individuals who:
• Represent all critical disciplines (Design, Construction, Operations, Marketing, Finance, etc.)
• Practice “Teamsmanship” and are uncluttered with excessive ego,
• Are committed to the common goal,
• Have successful related experience, and
• Are competent communicators.
(Excellence in any one area can be compromised by inadequacies in others. Make sure the participants are well rounded.)

How – Selection of each discipline should precede design kick-off sessions and continue in team assembled sessions, mile stoned throughout the process to limit poor or incomplete communication opportunities.
(Regular and timely sessions advance team preparedness, professional contribution,
and quick attention to critical matters that will arise.)

When - As soon as possible. You don’t get the best coach for a team and have him/her meet their star players just before the game!

Once assembled the team process should begin. It must include:
• A process that requires regular team interaction,
• Incremental goal setting and total project scheduling,
• Effective information management and discrimination techniques, and
• Expressed commitments internally to the goal and other team participants.

All key players should accept and embrace their role as a strategic part of a clear overall objective. The project vision should remain in constant view, and the team energy and attention should be channeled positively till the goal is reached. These are the key roles of the team leader.

Each participant in every team brings value. That value is enhanced by its proper integration into the process with respect and recognition of other participant’s values. The integration of intellectual forces, like instruments in an orchestra, must achieve a unified tempo, and a synergistic harmony if undertaken in a consistent and proven manner.

The owner/developer is the Captain and Coach of the team. They hold the vision. They must orchestrate the results. With quality selection criteria, timely inclusion of all disciplines, and processes that advance thoughtful and balanced decisions to the process, their work can be made more effective, timing can be reduced, and price effectiveness can be promoted.