I began last month’s column with a two-part question from a reader: “If you could pick a LEED dream team, what role would each team member play and … Will that dream team perform better using one project delivery system over another?”
The article focused on the attributes of a good team leader, which is very important to a solid project team. However, now that we know what makes a good leader, it’s important to discuss the rest of the project team’s attributes and focus on the roles they play and what qualities would be ideal for the ultimate dream team. There is a core group of people needed on any team:
Owner
On a LEED project, the team needs an owner who understands sustainability. There are many different specialty teams within each owner’s organization. Any person from one of these specialty teams may be the team captain. No matter who this person may be, he/she should have access to and influence on the final decision maker within the origination.
Architect
As with the owner, there are many specialty teams within the realm of architectural services needed for a project. These include concept designers, space planners, code compliance, interiors and document production. A glance at this list indicates the talent of each specialty team is different than another. Each of these specialty teams will be represented on the main project team.
Engineer
No different than the architectural specialty team, different types of engineers will hold key positions on the team. Structural, mechanical, electrical and civil engineers all have a place on any delivery team. Each of these team members should expect to be challenged by themselves and other team members during every step of the process.
Contractor
Once it is designed, someone has to build it. The general contractor will bring any number of subcontractors to the team. The exact number of subcontractors depends on the project’s complexity. The general contractor working on a LEED project must understand his/her role. One of the most important aspects of this role is management of subcontractors and the entire staff working on the construction site.
Occupant
There can be many different sub-groups within a building occupant; however, the occupant is typically represented by one team member. Dream teams working on a LEED project know that occupant should be made up of specialty teams no different than any of the other team members. Facility management, human resources, purchasing and end user group(s) all have a place on the team, and all dream teams need these specialists.
Local Code Officials
The permits required to construct and occupy a building may be the most difficult part of the project. Any person who works in the architectural, engineering and construction (AEC) industry can share horror stories about acquiring permits. Experience shows that projects that include the local code officials in the pre-planning, planning and construction phases of a project will encounter less difficulty with the permit department. Code officials, building inspectors, city councils should not be viewed as a necessary evil. Dream teams utilize the talents to ease the delivery process.
Landscape Architect/Designer
There are any number of examples where a successful LEED project was completed and no landscape architect was represented on the team. While this is a possible scenario, consider how much easier it would be to deliver a sustainable project if you had someone who understood the importance of integrating the building to the site, instead of just making it work.
Financing
Everyone knows that a LEED project costs more than regular construction. This is the first thing I hear from the majority of team members responsible for finance and/or project budget. This person has a tremendous amount of influence over the project outcome. A dream team captain knows how important it is to have the “money guy” on their side. The knee jerk reaction to the potential cost of a LEED project is too often based on a lack of understanding. These team members need data to be comfortable making a decision. However, providing data without an explanation of what it represents or how important it is to the project is like putting a 16-year-old in a stock car. They may know how to drive but they probably have no idea what to do with 700 horses under the hood.
Any veteran dream team player is standing up right now saying, “wait a minute, my dream team was bigger than that.” It is true that most projects that call for a dream team will have more expansive teams. I have had the opportunity to work on many project teams with more than 100 people and others with less than four. Size and complexity aside, this short list is what would be required. The rest of the members that make up an ultimate dream team are valuable, however, not necessary.
The core of a delivery team can be expanded to suit the needs of the project. The direction and size of the expansion will be situational. Members I would suggest adding to a dream team may appear to be obvious or obscure. Based on my experience, these members add untold value to the project.
The list of potential dream team members can be expanded as far as you may wish or to the extent of the project budget. The size of the team is nothing compared to the individual talents brought by each member. It’s important to follow the advice I offered up last month when choosing each project team member: “To thine own self be true.”
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Thomas Taylor, a 30-year veteran of the construction industry and noted expert on sustainability, is the general manager of St. Louis-based Vertegy. His recent book, “Guide to LEED 2009: Estimating and Preconstruction Strategies,” provides step-by-step information about the LEED 2009 for New Construction process. To learn more about Vertegy or Thomas’ new book, visit www.vertegyconsultants.com for more information.