By Sebastian MacMillan, Paul Kirby, Robin Spence
Potent teamwork throughout disciplines is vital to resolve the technological and managerial difficulties linked to trendy development initiatives. This publication promotes interdisciplinary layout for the development undefined, and discusses the demanding situations and rewards concerned. It comprises contributions from many well-known figures representing diversified specialist viewpoints, between them architects Ian Ritchie and Richard Saxon, engineers Sir Alan Cockshaw, Michael Dickson and Sir Jack Zunz and developer Peter Rodgers. Case stories supply illustrations and examples. The publication additionally offers and stories fresh leading edge reviews of schooling for interdisciplinary layout either within the collage and perform environments. extra, it comprises summaries of top perform within the layout strategy drawn from administration stories and educational learn. In its concentrate on the collaborative nature of the layout method the e-book addresses the overlooked components of teamwork and verbal exchange. It deals a variety of examples the place this manner of operating has accomplished striking architectural effects and venture luck in accordance with the Latham and Egan agendas
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Extra info for Interdisciplinary Design in Practice
Engineers, on the other hand, are very tightly focused on technical issues and need a much wider understanding of what is going on in the world around them, of design and architecture and of how people use buildings. Their almost exclusively technical education from GCSE onwards puts too much emphasis on getting the mathematics right (important though that is) and leaves them out of touch with the ambitions of others on the team. Now perhaps it would not matter too much if the strengths of one part of the design team made up for the weaknesses in others, but what we see too often is fragmentation and poor communication.
That team, working closely with the Urban Regeneration Company itself, consults widely with industry and commerce and most of all with the local people. It is a proactive approach to planning, rather than what has become the normal reactive system. More fundamentally, it is a holistic approach to an area, not an elemental, block by block mechanism. It works very well. It is ‘joined-up thinking’ between government departments at the centre, in the regions and with the local authority. They are, by definition, long term.
The offshore oil and gas sector has done so with rigour and enthusiasm through the Cost Reduction Initiative for the New Era or CRINE. CRINE was introduced in 1992 and in only a few years produced dramatic savings of 30% in the capital cost of offshore structures. I chaired the first meeting of the government-sponsored group tasked with looking at competitiveness in the broader onshore process plant industry here in the UK, and I have no doubt that similar if not better savings will accrue as this initiative develops.