Design-Build Project Delivery

Contracts / Risk Management

Design-Bid-Build Project Delivery

Base Building Architecture

Interior Architecture

Firm Management

Consulting Services

Complex Client Teams

Topics Covered:

VOLUME NUMBER

Wilcott & Brookes PuBlishing 02 01

Professional PracticeCase Study Series

An interior Architecture case study

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What’sInside?

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An interior Architecture cAse study

Professional PracticeCase Study Series

Defining the Value of Good DesignPAges 20 – 23

Programming with Limited InformationPAges 24 – 27

A Clear Lack of GovernancePAges 28 – 31

Supporting a Creative CulturePAges 32 – 35

Construction DocumentsPAges 36 – 39

The Recording StudioPAges 40 – 43

Bidding on Furniture PAges 44 – 47

Construction CollaborationPAges 48 – 53

Project CloseoutPAges 54 – 59

Expanding Design ServicesPAges 60 – 63

Scenarios

Learning ObjectivesPAges 2 – 3

Project BackgroundPAges 4 – 7

Project DeliveryPAges 8 – 11

Key PlayersPAges 12 – 17

How to Use the ScenariosPAges 18 – 19

Project Details

At gensler, we are obsessively curious and driven by the desire to learn, grow, and explore new ideas. in this spirit, we aim to improve professional practice by providing thought leadership and rigor-ous industry insights to students and professionals. the gensler Professional Practice case study series is a suite of case studies developed by our design and delivery experts. it functions as a pre-mier source of applied knowledge and best practices in the design industry.

About Genslergensler is an award-winning global design firm that uses design strategy to help clients achieve measurable business and organizational goals. our architects, designers, planners, and consultants work with private and public clients of every size, in virtually every industry. delivering projects at every scale, from a new urban district to a wine label, we find design solutions that make the places people live, work, and play more inspiring, more resilient, and more impactful.

For more information, visit www.gensler.com

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LEARnInGOBjECTIVES

this interior architecture case study carries readers through the life of a project, from its inception to completion. it provides background information on budgets, funding, and contractual agreements in order to convey a broad understanding of the overall project. the reader is then taken through a series of scenarios in which a challenge or opportunity arises during the life of the project. Presented along with key background information, a series of discussion questions or “considerations” challenge readers to ideate a solution and determine the best course of action. Ancillary video content provides valuable insights into the topics covered in each scenario.

throughout this case study, readers are also directed to review supplementary professional practice and educational references, as well as video interviews, with subject matter experts. Additionally, interactive links provide examples of gensler projects and thought leadership insights.

the Wilcott & Brookes Publishing case study is fictitious. to the extent this case study is based on factual situations, identifying characteristics (including, without limitation, the names, companies, project details, places, and incidents) have been changed and facts substituted in order to protect the identities of the parties involved. Any similarity to any event, corporation, organization and person living or dead is merely coincidental. the authors have been meticulous in making certain that confidentiality has not been breached.

How to Use This Case Study Learning Objectives

4 Identify best practices for coordinating information between stakeholders in a project, and debate accountability in circumstances where poor performance has affected the project process.

1 Understand the unique contractual relationships of a design-bid-build project delivery model.

7 Analyze the impact of documentation and communication on accountability in a variety of project scenarios.

5 Gain an understanding of various roles on a project with multiple architects.

2 Evaluate the impacts of project budgets, schedule, and scope in a variety of project situations, debating possible solutions and outcomes.

8 Practice applying professional conduct and decision-making in a variety of project scenarios and from a variety of professional roles on a project team.

6 Understand concepts of in-house design consulting experts as they relate to firm structure and management.

3 Develop negotiation skills through evaluating competing interests of various stakeholders in a project design and delivery process.

For more information visitwww.gensler.com/academic-resources

4 5Gensler | Professional Practice Case Study SeriesGensler | Professional Practice Case Study Series

Wilcott & Brookes Publishing (WBP) is an iconic global publishing company celebrated for its long history of working with world-renowned authors. owned by Access industries, a global media conglomerate, and headquartered in chicago, the company offers an array of services, including book publishing, distribution, and marketing. WBP prides itself on cultivating an environment where creativity and the free exchange of ideas reign. the company culture is one of empowerment: every single person, from entry level employees to executives, is encouraged to participate in the creative process.

in January 2013, WBP begins evaluating future occupancy needs at the company’s chicago headquarters. the company currently resides in two inherited locations, both of which have upcoming lease expirations. in an effort to streamline operations and fuel greater levels of collaboration between various Access industries and WBP divisions, the decision is made to consolidate all chicago teams and departments within a single location.

Because WBP functions more like an authors’ collective than a top-down corporation, WBP executives outline several unconventional requirements they expect the new headquarters to fulfill. they expect the building to radiate a creative energy rather than a corporate vibe so that it appeals to authors and in-house creatives.

they want each executive’s office to be designed separately so as to avoid creating a one-size-fits-all template for private offices. the company needs enough space to accommodate multiple autonomous in-house imprints and digital media services, each with a distinct brand. the headquarters also has to support the implementation of more efficient and standardized planning and furniture standards, while providing rich collaborative and amenity spaces where spontaneous creative work can take place.

to begin the process of finding a new site, Access industries and WBP hire seamless design & Associates (sdA) for several pre-lease services—strategic planning, an audit of their current spaces, program scenarios, and building evaluations—under a fixed-fee contract. the client then asks sdA to submit a competitive proposal for the design and implementation of the project.

FIGURE 1 interior Massing diagram

PROjECT BACKGROUnD

Central StairAllows for connection

between various departments of WBP

Amenity Spacesshared inter-

department spaces

BookcasesProminently displays archived publications

Open Officeteaming desks offered

in main space

7Gensler | Professional Practice Case Study Series6Gensler | Professional Practice Case Study Series

Wilcott & Brookes Publishingorganizational chart

Roles + Responsibilities

OWnER the owner holds the contract with the contractor and is responsible for payment. An owner’s representative might also be hired to act on behalf of the owner, bringing additional expertise to the client.

OWnER’S REPRESEnTATIVEActs on behalf of the owner to ensure the realization of certain priorities. can serve as an intermediary between the owner and the contractor.

ARCHITECT/InTERIOR DESIGnERthe architect provides design expertise and holds a professional license. Architects are liable for the drawings they produce that describe the design intent of a project.

COnTRACTORthe contractor is responsible for the actual construction of the project. they are contractually responsible for all subcontractors as well.

COnSULTAnTthe consultants are managed by and have a contractual relationship with the architect. consultants provide deep expertise in a variety of disciplines.

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WESSEaMLESS dESigN & aSSOCiatES, iNtERiORS PROjECt MaNagER

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COLTOnSEaMLESS dESigN & aSSOCiatES,SENiOR iNtERiOR dESigNER

8 9Gensler | Professional Practice Case Study SeriesGensler | Professional Practice Case Study Series

HOW TO USE THE SCEnARIOS

Scenario 7

Part 1: Limited Budgets

Bidding on Furniture

topics covered in this scenario:

Project budgets

Furniture, Furnishings, and Equipment Design Services

Client relationships

01 02 03 04 05 06 07 08 09 10

Topics CoveredBrief overview of the professional practice topics covered in each scenario

Document navigationclick on the icons at the beginning of each chapter to navigate through the case study

22Gensler | Professional Practice Case study series

SCENARIO 1: DEFINING THE VALUE OF GOOD DESIGN

Part 1:design Fees

Predesign Schematic Design

Design Development

Project timeline

After Ross completes an array of pre-leasing services on behalf of SDA—including strategic planning, test fi ts, building evaluations, planning scenarios, and lease review—SDA’s design team submits a competitive proposal for the design and implementation of the WBP headquarters project. Access is pleased with both the proposal and the pre-leasing services SDA has already completed and agrees to hire SDA for the work.

But during negotiations to formalize the contract, representatives for Access Industries and WBP balk at the design fees proposed by Elyse and SDA. Access has set a $30 million budget for the project and allocated a signifi cant amount of this money for the purchase of a new building. They repeatedly express a desire for the combined cost of the purchase and the ensuing design and renovation expenses to come in under that fi gure. Access and WBP had hoped to accomplish this by hiring a fi rm with lower-than-average design fees. Billi, the WBP Chief Financial Offi cer, is known to be frugal, and she doesn’t see the point in spending a signifi cant sum of money on premium design work. Access and WBP have never undergone a project build-out as comprehensive as this, so the representatives from each company lack an appreciation of the value good design lends a workplace.

Construction Documentation

Bidding/Negotiation

Construction Administration

Project Closeout

key Players

BIllIWilCOTT & BrOOkEs PuBlishinGChief Financial Offi cer

roSSsEAMlEss DEsiGn & AssOCiATEsConsulting - Project Manager

elySesEAMlEss DEsiGn & AssOCiATEsPrincipal in Charge - Architect

22Gensler | Professional Practice Case study series

SCENARIO 1: DEFINING THE VALUE OF GOOD DESIGN

Part 1:design Fees

Predesign Schematic Design

Design Development

Project timeline

After Ross completes an array of pre-leasing services on behalf of SDA—including strategic planning, test fi ts, building evaluations, planning scenarios, and lease review—SDA’s design team submits a competitive proposal for the design and implementation of the WBP headquarters project. Access is pleased with both the proposal and the pre-leasing services SDA has already completed and agrees to hire SDA for the work.

But during negotiations to formalize the contract, representatives for Access Industries and WBP balk at the design fees proposed by Elyse and SDA. Access has set a $30 million budget for the project and allocated a signifi cant amount of this money for the purchase of a new building. They repeatedly express a desire for the combined cost of the purchase and the ensuing design and renovation expenses to come in under that fi gure. Access and WBP had hoped to accomplish this by hiring a fi rm with lower-than-average design fees. Billi, the WBP Chief Financial Offi cer, is known to be frugal, and she doesn’t see the point in spending a signifi cant sum of money on premium design work. Access and WBP have never undergone a project build-out as comprehensive as this, so the representatives from each company lack an appreciation of the value good design lends a workplace.

Construction Documentation

Bidding/Negotiation

Construction Administration

Project Closeout

key Players

BIllIWilCOTT & BrOOkEs PuBlishinGChief Financial Offi cer

roSSsEAMlEss DEsiGn & AssOCiATEsConsulting - Project Manager

elySesEAMlEss DEsiGn & AssOCiATEsPrincipal in Charge - Architect

22Gensler | Professional Practice Case study series

SCENARIO 1: DEFINING THE VALUE OF GOOD DESIGN

Part 1:design Fees

Predesign Schematic Design

Design Development

Project timeline

After Ross completes an array of pre-leasing services on behalf of SDA—including strategic planning, test fi ts, building evaluations, planning scenarios, and lease review—SDA’s design team submits a competitive proposal for the design and implementation of the WBP headquarters project. Access is pleased with both the proposal and the pre-leasing services SDA has already completed and agrees to hire SDA for the work.

But during negotiations to formalize the contract, representatives for Access Industries and WBP balk at the design fees proposed by Elyse and SDA. Access has set a $30 million budget for the project and allocated a signifi cant amount of this money for the purchase of a new building. They repeatedly express a desire for the combined cost of the purchase and the ensuing design and renovation expenses to come in under that fi gure. Access and WBP had hoped to accomplish this by hiring a fi rm with lower-than-average design fees. Billi, the WBP Chief Financial Offi cer, is known to be frugal, and she doesn’t see the point in spending a signifi cant sum of money on premium design work. Access and WBP have never undergone a project build-out as comprehensive as this, so the representatives from each company lack an appreciation of the value good design lends a workplace.

Construction Documentation

Bidding/Negotiation

Construction Administration

Project Closeout

key Players

BIllIWilCOTT & BrOOkEs PuBlishinGChief Financial Offi cer

roSSsEAMlEss DEsiGn & AssOCiATEsConsulting - Project Manager

elySesEAMlEss DEsiGn & AssOCiATEsPrincipal in Charge - Architect

Key Playersidentifies key players involved in each scenario

Project Timelinetracks each scenario as the project progresses

IntroductionBackground information that provides context to each scenario

22Gensler | Professional Practice Case study series

SCENARIO 1: DEFINING THE VALUE OF GOOD DESIGN

Part 1:design Fees

Predesign Schematic Design

Design Development

Project timeline

After Ross completes an array of pre-leasing services on behalf of SDA—including strategic planning, test fi ts, building evaluations, planning scenarios, and lease review—SDA’s design team submits a competitive proposal for the design and implementation of the WBP headquarters project. Access is pleased with both the proposal and the pre-leasing services SDA has already completed and agrees to hire SDA for the work.

But during negotiations to formalize the contract, representatives for Access Industries and WBP balk at the design fees proposed by Elyse and SDA. Access has set a $30 million budget for the project and allocated a signifi cant amount of this money for the purchase of a new building. They repeatedly express a desire for the combined cost of the purchase and the ensuing design and renovation expenses to come in under that fi gure. Access and WBP had hoped to accomplish this by hiring a fi rm with lower-than-average design fees. Billi, the WBP Chief Financial Offi cer, is known to be frugal, and she doesn’t see the point in spending a signifi cant sum of money on premium design work. Access and WBP have never undergone a project build-out as comprehensive as this, so the representatives from each company lack an appreciation of the value good design lends a workplace.

Construction Documentation

Bidding/Negotiation

Construction Administration

Project Closeout

key Players

BIllIWilCOTT & BrOOkEs PuBlishinGChief Financial Offi cer

roSSsEAMlEss DEsiGn & AssOCiATEsConsulting - Project Manager

elySesEAMlEss DEsiGn & AssOCiATEsPrincipal in Charge - Architect

23Gensler | Professional Practice Case study series

considerations

1. With the project at a standstill because the client thinks Sda’s design fees are too high, the design team feels the responsibility to explain point by point why the fees are higher than what the client is currently comfortable with, and why investing in quality design will ultimately yield a positive return in the form of a dynamic, functioning workplace. How can the design team sell its services and justify the cost of premium design work?

2. Should Sda willingly lower its design fees just to win the right to design a brand new headquarters for an iconic company like WBP? consider that such a project, once completed, will make a strong addition to Sda’s portfolio.

3. What strategies can a design team employ to educate the client on the true cost of a project, especially when the scope is greater than any project the client has undertaken?

video – the value of designGensler designers and architects off er their points of view on how design can help clients achieve their goals.

note: must be connected to the internet to view video.

VideoBring design experts into your learning through gensler subject-matter expert interviews.note: must be connected to the internet to view videos

23Gensler | Professional Practice Case study series

considerations

1. With the project at a standstill because the client thinks Sda’s design fees are too high, the design team feels the responsibility to explain point by point why the fees are higher than what the client is currently comfortable with, and why investing in quality design will ultimately yield a positive return in the form of a dynamic, functioning workplace. How can the design team sell its services and justify the cost of premium design work?

2. Should Sda willingly lower its design fees just to win the right to design a brand new headquarters for an iconic company like WBP? consider that such a project, once completed, will make a strong addition to Sda’s portfolio.

3. What strategies can a design team employ to educate the client on the true cost of a project, especially when the scope is greater than any project the client has undertaken?

video – the value of designGensler designers and architects off er their points of view on how design can help clients achieve their goals.

note: must be connected to the internet to view video.

23Gensler | Professional Practice Case study series

considerations

1. With the project at a standstill because the client thinks Sda’s design fees are too high, the design team feels the responsibility to explain point by point why the fees are higher than what the client is currently comfortable with, and why investing in quality design will ultimately yield a positive return in the form of a dynamic, functioning workplace. How can the design team sell its services and justify the cost of premium design work?

2. Should Sda willingly lower its design fees just to win the right to design a brand new headquarters for an iconic company like WBP? consider that such a project, once completed, will make a strong addition to Sda’s portfolio.

3. What strategies can a design team employ to educate the client on the true cost of a project, especially when the scope is greater than any project the client has undertaken?

video – the value of designGensler designers and architects off er their points of view on how design can help clients achieve their goals.

note: must be connected to the internet to view video.

Considerationsoutlines topical questions to drive discussion on the best course of action

Click videosto launch

10Gensler | Professional Practice Case Study Series

Wilcott & Brookes Publishingthe Wilcott & Brookes Publishing case study is fictitious. to the extent this case study is based on factual situations, identifying characteristics (including, without limitation, the names, companies, project details, places, and incidents) have been changed and facts substituted in order to protect the identities of the parties involved. any similarity to any event, corporation, organization and person living or dead is merely coincidental. the authors have been meticulous in making certain that confidentiality has not been breached.

gensler2020 k Street NWWashington, dC 20006

www.gensler.com

iSBN 978-0-9914959-1-7

© 2016 by gensler

all rights reserved. this book or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher, except for the use of brief quotations in a book review or scholarly journal.

EditorSam CoatsWashington, DC Writerkevin CraftWashington, DC

Publication DesignersLindsay RaynerWashington, DC

Gensler Professional Practice Case Study Series

Credits

Editorial

to view additional publications by gensler and find the lastest case studies, please visit

www.gensler.com/academic-resources

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