Uncertainty is anathema to any business, but particularly so in the capital-intense world of pharmaceutical design and manufacturing.
Pharmaceutical reseawrchers deciding whether a drug compound should continue in development try many strategies, including new technologies, scientific screening and increased team collaboration. The organization must increase knowledge early in the process.
The same goes for the design and construction of research facilities. Owners must use innovative planning approaches to develop deep knowledge of the business process, “de-risk” the project and maximize the value of the capital investment.
Here are five strategies to increase knowledge in the early planning phase:
Talk about the business before the bricks. Imagine a cross-section of colleagues having a facilitated discussion about the future of your research environment. What does the ideal research facility look like? What technologies do we need? How will strategic sourcing impact our internal capacity and capabilities? A multi-dimensional perspective will drive a richer discussion and produce a better solution. Get the business processes down first, then design a facility that will support the new culture, organization, workflow and product.
Get the boundaries from senior management. Imagine a chief executive officer who orders the establishment of a clinical research unit in San Diego for $100 million. An astute manager will come up with alternate ways for the chief executive officer to achieve what he or she wants. Focus on the result first and then figure out how to get there. Sounds like common sense, but it is not common practice.
Develop the high-level concept using a multidisciplinary team. A user may be overzealous in his program needs and a facility manager may make assumptions that artificially inflate the cost estimate to protect his interests. The deliverable of the project planning charette is a statement of project objectives, schedule, cost estimate, risks and assumptions. The document is a concise plan that the owner can use to solicit proposals from architectural firms, construction managers, vendors and suppliers.
Identify a project sponsor. It is not someone who shows up at the project kick-off meeting, tells the team that he is committed to its success and then rushes off to something that is more important. A true sponsor is someone with enough authority to assign resources to the project, who encourages others to actively support the project and who remains engaged in the project throughout the entire project lifecycle. The chief executive officer is probably not appropriate.
“Future-proof” your design. Flexible design allows the occupants to adjust their environment to unforeseen future needs. Avoid the need for changes in design based on technology, user preference, new equipment, or a need to increase the density of the space. Put service ports on the side or above casework, not as an obstruction on the horizontal surfaces. When designing laboratory space, flexibility may mean each space is identical. More likely, the researchers will need a variety of spaces for different types of activities. Researchers are free-thinkers; why make them work in a “one-size-fits-all” laboratory environment?
Bottom line: Don’t wait for insights that you could have developed earlier in the process with more robust planning. Turn those stones over early in the project with experienced professionals that can help you establish a strong foundation for your initiative.
Through facilitated business planning discussions early in the process, owners can evaluate planning assumptions, pressure-test conceptual designs, reduce cost, cut construction time and increase quality.
David Patten is principal at Collaborative Partners, Boston, which represents owners in the biopharma, education and commercial markets. Email: dpatten@rfwcp.com.
