Showing posts with label Management. Show all posts
Showing posts with label Management. Show all posts

Monday, December 30, 2013

How To Have Your Architecture Published

REPOST from entrearchitect.com

The article in the link below is titled “How to Have Your Architecture Published” but it outlines some general good design and marketing principles that we should all be thinking about on a daily basis.  Many are things that we could do as individuals.  I will cut and paste some highlights below…



1. Design Interesting Details and Spaces
I am often asked, “How can I get noticed if my projects don’t have big budgets?” Every project has the possibility of being published. I’ve seen everything from outhouses to industrial waste water treatment plants find their way to the glossy pages of print publications. Don’t let a low budget stop you from creating great architecture. Any project can have a well developed detail or an interesting space. As we develop our projects at Fivecat Studio, we are continuously seeking these opportunities. Editors are looking for innovative and interesting solutions. You only need few great photos to get noticed.
3. Cultivate Relationships with Writers, Editors and Scouts
We are living in a world of social media and instant digital communication. Everyone is accessible at some level. Find the decision makers and reach out to them. Don’t pitch your work. Just begin a dialogue. Comment on their posts. Retweet their tweets. Start a discussion. Much like working a room at a cocktail party or a networking event, relationships happen when common connections are made. It will take some time, but with consistency and determination the decision makers will come calling. Many of the articles with which we’ve been involved have been the result of a cultivated relationship with a writer or scout.
4. Build Your Platform
Every architect needs a platform from which to tell their story. Start a blog, a podcast or video channel. Build a community of people interested in what you do and what you have to say. When you have an audience interested in the content you present, you will become more interesting to writers and editors. Helping to publicize the article and driving traffic to the publication’s website will make you more attractive for a second article.
5. Be Helpful and Offer your Expertise
With the relationships I have cultivated, I’ve made myself available to answer questions, provide a quote or offer a referral to another expert. When writers are preparing a story, they often need some help filling in the empty spaces in their stories. When you become a reliable “expert”, you’ll be the first call they make.
6. Tell a Good Story
Every project has a story. A well crafted email telling your unique story will provide incentive to any writer looking for their next article. Professional writers are always looking for  an interesting project with a unique narrative. What was the reason for the project? Were their any special challenges? Does the project utilize innovative technology or construction assemblies? What makes your project different than all the others? Tell a good story and people will want to know more.
7. Self Publish
Share your stories and photos on Facebook, Pinterest, Houzz.com or on your own blog. No longer do we need to wait for the gatekeepers to introduce our work to the world. Amazon, LuLu and many other companies offer on-demand print publishing. Assemble a collection of your best works and publish your own monograph to share with prospects and clients. Publishing your own work and consistently sharing it with the public for all to see can get you noticed too.
8. Enter Competitions for Exposure
A few years back I finished our own dining room walls with recessed wood paneling. Annmarie and I thought the project came out rather well, so we decided to enter a few photos in an online competition organized by This Old House magazine. We didn’t win, but our project did catch the eye of the magazine’s editor. After a few emails, a telephone interview and a day-long photo shoot, our dining room was featured in This Old House Magazine (April 2010). To make it even better, in order to maximize their time with the photographer, the editor decided to shoot our bathroom and our daughter’s nursery for two additional magazine features. Whether you win or lose, entering competitions can get you noticed.

Sunday, November 11, 2012

Did you remember to...? List of things it's best not to forget on a project

Did you remember to...? List of things it's best not to forget on a project
I really appreciate this set of "Lessons Learned" on the Life Support Facility (Building M6-490) at NASA's Kennedy Space Center in Florida. Frank, revealing, sometimes obvious, but interesting nonetheless.
Photo of building M6-490 at NASA's Kennedy Space Center.
  • Firestopping and backerboard fire retardant paint did not meet LEED requirements.
  • Missing floor concrete sealer specification—should ensure that all specs are kept for LEED compliance.
  • Should allow for maintenance training on plumbing fixtures (i.e. waterless urinals, dual flush toilets, etc.).
  • Proper use of AHU and occupancy sensors is critical—found some sensors to be missing.
  • Easy to overlook required trending and specifications for the HVAC Controls.
  • Must have all proper controls interface cards for HVAC equipment.
  • Proper control sequencing for HVAC equipment was not always available during Occupied mode.
  • Contractor should pay for additional Commissioning Authority (CxA) time if controls & equipment are not ready when scheduled.
  • CxA should provide a formal briefing prior to equipment start-up to ensure everything is ready to operate.
  • Commissioning should be scheduled through NASA only after all controls and equipment have been installed.
  • A Measurement & Verification (M&V) Plan must be drafted prior to bid, so bidders can price the correct M&V option.
  • Make sure to acquire subpower meters for Measurement & Verification (M&V) of lights, HVAC and process loads.
  • Use of a control system designed with iLons may not be LEED friendly; limited fixed memory offered by iLons make necessary trending difficult and a more flexible design may be required.
  • Teamwork is crucial to project success.
The full case study is available for BuildingGreen Suite members onBuildingGreen.com.

Monday, July 30, 2012

Thoughts on Office Culture


Meritocracy? Progress often masquerades as trouble.
The notion of a council of experts made up of senior members of a practice, as a resource that contributes to a learning environment through mentoring, supporting teams and individuals with new ideas, and sharing best practices, is a powerful cultural attribute. 

IDEO - brainstorming many ideas, what the client doesnt know it wants, story culture
http://catherinefredman.com/pages/mag16.html brainstorming guide at the end

NEW STRATEGIC PLAN



·         Quality of work - Nothing leaves the office without a second pair of eyes
·         Clarity of purpose -Pre-schematic design concept document – envisioning process
·         Sustainability -  must be part of design approach from the beginning
·         Innovation – every project is special, ask "what makes this project unique?"
·         Free thinking - "no judgment" culture – no fear of "stupid" ideas
·         Experiment - Build models, have accidents
·         Educate – operate a mentoring program
·         Have fun

 HOLT favors a collaborative, bottom-up approach to design to deliver innovative solutions to our clients organizational and spatial problems with an eye toward future needs.  Towards a clear design vision, we strive to:  hear and respect all voices, encourage differing opinions and pursue cross-disciplinary solutions.  
Office of Collaboration 
how to encourage interaction 
Luke Hohmann’s Innovation Games: Creating Breakthrough Products Through Collaborative Play. 
Try googlingbrainstorming and ice-breakers.
  • Personal work zones 
  • (private places for individual focus time)
  • Interactive zones (empty tables or spaces for people to use and share)
  • Creative zones (like interactive zones, but actually have tools to use for collaboration–whiteboards, projector screens, phones, etc.)
  • Amenity and relaxation zones (where to find the refreshments and just chill out)
  Office of Growth and Learning
 how to collect and distribute institutional knowledge, lessons learned, technical knowledge, code, LEED knowledge = Knowledge Management (KM)
• Tipping point:  People will use the system if they find it useful.  In order to be 
useful, it has to be populated with usable content up front.  Once they get a 
certain success rate, they will use the system faithfully.   
• Reward behaviors:  To change behaviors and create a “culture of contribution”, be 
sure to publicly recognize contributors and provide social and financial 
incentives. 
• Bite sized information:  Large research papers are too complex and costly to 
prepare.  Create bite‐sized wiki‐articles that people can quickly digest and use. 
• Information on Demand:  Information that is available at any time is critical.  Make 
it easy to find what people want on days, nights and weekends. 
• Ownership:  Give “ownership” to individuals for specific “domains” of knowledge.  
Identify Community of Practice leaders (e.g. stormwater experts, urban design 
experts,  or planning experts and have them lead a community of practice. These 
will be the people who will be able to identify and capture domain information 
as it flows through the project cycle. 
• Capture Information in the Project Process:  Train Project Managers to identify 
and reward capturing information that is gathered during the research phase of 
every project vs. researching information for the portal that you “may need 
some day.” 
• Communicate updates:   Let people know what has been added to the KM system.  
If they know you have the latest Green Roof data, then they will look to your KM 
system first. 
• Measurement of results:  Who is inputting data, how much, how often?  Who is 
using the KM successfully on projects.  Use the data to reinforce behavior, share 
success stories and continually adjust your processes.