The answer isn’t simply to do more jobs, it’s to accomplish more while simultaneously improving quality of life for construction workers.
Importantly, effective master planning also allows the client to explain simply – and sell – their issues, requirements and planning to other (senior) internal stakeholders, demonstrating clearly how to move from a present state to potential future states, and the benefits of doing so.. Bryden Wood’s master planning process.Our approach to master planning is collaborative, and iterative.
Collaborative because there is usually no one person who understands every element of the situation (we bring together the right people to combine their knowledge and experience).Iterative because the problem is unwrapped and understood gradually, by identifying potential solutions, analysing them and feeding the outcome back into the continuously evolving problem statement.The team evaluates the outcome, revises their understanding of the problem (if required), and goes around the loop again, with new, adjusted or more developed solutions..
The key principles of our master planning approach are: to adopt a common language that can be understood by all involved; to use clear visualisations rather than words as much as possible, as this aids general understanding; to be clear and explicit about any and all assumptions, and; to capture as much data and information as possible from as many sources as possible, so that no knowledge goes to waste..The first step is to gather that information.
We use a number of strategies – including questionnaires and in-depth workshops with client teams – to gather as much qualitative and quantitative data as we can.
We then review the data, organise, consolidate and present it back to the client, to check our understanding and its validity and accuracy.. Then we identify and agree a number of potential scenarios with the client, which describe a hypothetical future – for example, a change in market direction – from a number of different perspectives; commercial, operational etc.When choosing who to fund, the TCN+ team sought projects targeting the construction industry’s pain points, as well as programs showing innovative potential.
Ideas addressing small business and regional initiatives were particularly welcomed, as the team were keen to support lesser known voices outside of the big firms.Some of the projects chosen were as follows:.
Transitioning to an automated construction supply chain: future business model innovation for SMEs.: This compelling project, led by The University of Reading, explored the opportunities and constraints for SMEs in the adoption of robotics and automation.
(Editor: Ultimate Drones)