Talking Stick - November/December 2012 - 50

project has a vision statement and goals, and these are benchmarked throughout the project, helping to make decision-making more objective. There is also a university project manager, or gatekeeper, through whom information flows between the design team and the project’s steering committee. As Adzemovic says, this process “addresses how we communicate with users, how we create a program, and it sets up the Facility Planning Committee Structure.” The manuals also serve as an important record: “The benefit to having things documented is that we can go back to them when there are issues. ‘We did this, because.’ (or) ‘We didn’t do this, because.’ It’s very important to have everyone sign off at every phase.” Though some may feel that disciplined processes may bog down or hamper creativity, this is not the case. Often they help, because everything

is questioned and sometimes difficult problems are solved with creative solutions. “It’s important to include people,” Adzemovic says. At certain points in the Michigan process, documents are posted for review and comment by a wider audience. “There is a lot of talent here. People really know their jobs. It is helpful to get their feedback,” she says, adding that “It’s about always being truthful.” A recent example of the collaborative process at work involved the renovation of a residence hall that included a residential college. One dean wanted to maximize the opportunity by including two additional academic programs in the building. “We created a subcommittee to study the question,” says Adzemovic. “We tested the building and discovered that only one of the two additional programs could be added without compromising the effectiveness

of the end design. The subcommittee made its recommendation, and everyone agreed. It was a great decision at the end.” In another case, there was a significant conversation and debate about the aesthetic and functional issues of including an art gallery. Users were systematically shown multiple options, pros and cons were evaluated, and agreement was achieved. Established processes keep projects on time and on budget. But more important, from Adzemovic’s point of view, processes help build consensus and create an exceptional program and a tS beautiful project.
Jane Cady Wright
FAIA, LEED AP, is CEO and president of Hanbury Evans Wright Vlattas + Company architecture and planning. is public relations director for the firm and a former journalist.

Deborah Marquardt

50

Talking STick



Talking Stick - November/December 2012

Table of Contents for the Digital Edition of Talking Stick - November/December 2012

Talking Stick - November/December 2012
Contents
New Member Highlight
Vision
Just In
Your ACUHO-I
Transitions
Res Life
Special Focus
Calendar
From Concept to Shovel
Tell Your Story
Conversations
First Takes
Reporting Out
New Members
Snapshot
Talking Stick - November/December 2012 - BB1
Talking Stick - November/December 2012 - BB2
Talking Stick - November/December 2012 - Talking Stick - November/December 2012
Talking Stick - November/December 2012 - Cover2
Talking Stick - November/December 2012 - 1
Talking Stick - November/December 2012 - 2
Talking Stick - November/December 2012 - Contents
Talking Stick - November/December 2012 - New Member Highlight
Talking Stick - November/December 2012 - 5
Talking Stick - November/December 2012 - Vision
Talking Stick - November/December 2012 - 7
Talking Stick - November/December 2012 - Just In
Talking Stick - November/December 2012 - 9
Talking Stick - November/December 2012 - 10
Talking Stick - November/December 2012 - 11
Talking Stick - November/December 2012 - 12
Talking Stick - November/December 2012 - Your ACUHO-I
Talking Stick - November/December 2012 - Transitions
Talking Stick - November/December 2012 - 15
Talking Stick - November/December 2012 - 16
Talking Stick - November/December 2012 - 17
Talking Stick - November/December 2012 - Res Life
Talking Stick - November/December 2012 - 19
Talking Stick - November/December 2012 - 20
Talking Stick - November/December 2012 - 21
Talking Stick - November/December 2012 - Special Focus
Talking Stick - November/December 2012 - 23
Talking Stick - November/December 2012 - 24
Talking Stick - November/December 2012 - Calendar
Talking Stick - November/December 2012 - From Concept to Shovel
Talking Stick - November/December 2012 - 27
Talking Stick - November/December 2012 - 28
Talking Stick - November/December 2012 - 29
Talking Stick - November/December 2012 - 30
Talking Stick - November/December 2012 - 31
Talking Stick - November/December 2012 - 32
Talking Stick - November/December 2012 - 33
Talking Stick - November/December 2012 - Tell Your Story
Talking Stick - November/December 2012 - 35
Talking Stick - November/December 2012 - 36
Talking Stick - November/December 2012 - 37
Talking Stick - November/December 2012 - 38
Talking Stick - November/December 2012 - 39
Talking Stick - November/December 2012 - 40
Talking Stick - November/December 2012 - 41
Talking Stick - November/December 2012 - Conversations
Talking Stick - November/December 2012 - 43
Talking Stick - November/December 2012 - 44
Talking Stick - November/December 2012 - First Takes
Talking Stick - November/December 2012 - Reporting Out
Talking Stick - November/December 2012 - 47
Talking Stick - November/December 2012 - 48
Talking Stick - November/December 2012 - 49
Talking Stick - November/December 2012 - 50
Talking Stick - November/December 2012 - 51
Talking Stick - November/December 2012 - 52
Talking Stick - November/December 2012 - 53
Talking Stick - November/December 2012 - New Members
Talking Stick - November/December 2012 - 55
Talking Stick - November/December 2012 - Snapshot
Talking Stick - November/December 2012 - Cover3
Talking Stick - November/December 2012 - Cover4
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