Create the Future imagines a more comprehensive and team based approach to doing projects. It proposes a more iterative, feedback loop system that involves all members of a team throughout the process.

1. LIGHTHOUSE ADVISORS
Create the Future
We believe it is time to
shift our focus from
“Rules of Engagement”
to “A Covenant of
Stewardship.”

2. LIGHTHOUSE ADVISORS
By Making Changes

3. LIGHTHOUSE ADVISORS
Revolutionize

4. LIGHTHOUSE ADVISORS
Vision
• Position ourselves in those industries in
which we can be best in class.
• Maintain a commitment to entrepreneurial
ventures through R&D.
• Support passion and excitement in every
employee.

5. LIGHTHOUSE ADVISORS
We embrace this goal
Reduce project delivery time by as
much as 50% and perhaps
achieve equivalent reductions in
project costs.

6. LIGHTHOUSE ADVISORS
Where are the costs?
EVERYWHERE.

7. LIGHTHOUSE ADVISORS
What affects the costs?
Fundamental factors
• Function: “My basic need”
• Envelop: “Keeping the rain out”
• Money: “Baseline costs”
• Schedule: “When can it be
done?”

8. LIGHTHOUSE ADVISORS
What affects the costs?
Subjective factors
• Function
– Program, planning
• Envelop
– Design, image, materials
• Money
– Changes, mistakes
• Schedule

9. LIGHTHOUSE ADVISORS
Where is the waste?
• Within each process
• Lack of shared clear definition
• Continued fragmentation
• Within the handoffs
• Lack of empathy among parties
• Lack of common language
(communications, attitudes, translation,
agendas)

10. LIGHTHOUSE ADVISORS
Present: Thinking and acting separately
Action 1 Handoff Action 2

11. LIGHTHOUSE ADVISORS
Present: Thinking and acting separately
Needs Design Construction
Owner ContractorA/E Team Owner
Occupancy

12. LIGHTHOUSE ADVISORS
Cost Benefit of Decision Timing
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8
Time
$

13. LIGHTHOUSE ADVISORS
Cost of Making Changes
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8
Time
$

14. LIGHTHOUSE ADVISORS
The result?

15. LIGHTHOUSE ADVISORS
Future: Thinking and acting together
• Major decisions made collectively
at the beginning.
• Concurrent thinking at all times.
• Coordinated actions based on a
common language.
• Work product upstream affected
by needs downstream.

16. LIGHTHOUSE ADVISORS
Future: Concurrent thinking
Owner
Architect
Engineers
SubsManufacturers
Occupant
Contractor
Major
decisions
reached
by
concurrent
thinking
during
the
Definition
Phase of
the project
=

17. LIGHTHOUSE ADVISORS
Future: the Definition Phase
• Define Intent
– What is the problem?
– What’s required to solve the problem?
– What are the appropriate solutions?
– What are the goals?
• Define Parameters
– Programmatic
– Operational
– Building Performance
– Image
– Communication protocols

18. LIGHTHOUSE ADVISORS
Future: Coordinated Actions
Major
decisions
reached by
concurrent
thinking
Needs
Design
Engineering
Suppliers
Construction

19. LIGHTHOUSE ADVISORS
Future: Common Language
Needs
Design
Engineering
Coordinated
instructions
Required
information
Suppliers
Construction

20. LIGHTHOUSE ADVISORS
The Future
Needs
Design
Engineering
Coordinated
instructions
Required
information
Suppliers
Construction

21. LIGHTHOUSE ADVISORS
The Future:
Clear, Concurrent, Coordinated & Common
Needs
Design
Engineering
Coordinated
instructions
Required
information
Suppliers
Construction

22. LIGHTHOUSE ADVISORS
Oh, Happy Days!

23. LIGHTHOUSE ADVISORS
Implementation
• Establish A/E and C alliance
• Assemble joint prototype team
• Identify building sector
• Create models and measures
• Find best candidate client
• Establish three-way alliance

24. LIGHTHOUSE ADVISORS
Implementation
• Define 3 sequential projects
• Apply model to Project 1
• Review/test/evaluate/revise
• Apply revised model to Project 2
• Review/test/evaluate/revise
• Apply revised model to Project 3

25. LIGHTHOUSE ADVISORS
Which industries?
• Pharmaceuticals
• Hi-Tech R&D and Manufacturing
• Telecommunications
• Schools
• Laboratories
“Position
ourselves in
those industries
in which we can
be best in class.”

26. LIGHTHOUSE ADVISORS
Where do we find the 50%?
• Uneducated owners.
• Polarized participants.
• No clarity, buy-in or leveraged knowledge
from the start.
• Fragmented process; hand-offs rather than
linkages.
• Lack of empathy.
• Redundant work.
• Attitude
“Reduce project
delivery time
by 50%.”

27. LIGHTHOUSE ADVISORS
How do we attack the “50%”?
• Educate the Owner
• Collectively make all major decisions up
front; develop immersive imaging tools and
real time relational databases.
• Develop information flow linkages and
common language.
• Structure upstream work-product on the
basis of downstream needs.
• Cross-hire senior staff
“Reduce project
delivery time
by 50%.”

28. LIGHTHOUSE ADVISORS
How do we attack the 50%?
• Collectively make all major decisions
up front; develop immersive imaging
tools and real time relational
databases.
• Develop information flow linkages and
common language.
• Structure upstream work-product on
the basis of downstream needs.
“Reduce project
delivery time
by 50%.”

29. LIGHTHOUSE ADVISORS
A New Delivery Venture
Customer
Beck A/E/P
A LONG TERMRELATIONSHIP
Concurrent, Coordinated and Common

30. LIGHTHOUSE ADVISORS
Life is Beautiful!!