Joe Brennan Portfolio 2022

JOSEPH BRENNAN PORTFOLIO

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CONTENTS

PROFESSIONAL WORK

ACADEMIC WORK STUDENT WORK WRITING SAMPLE

Thank you for taking the time to review this document. This portfolio represents over ten years of student, academic, and professional work, starting during my time in graduate school and spanning to the present.

I have been able to leverage advanced strategies on atypical academic and professional projects throughout my career. I have also worked to teach these advanced strategies to more than 400 students over the course of nineteen semesters.

This portfolio contains a selection of projects that leveraged computation, parametrics, BIM, scripting, data collection and analysis, and complex 3D modeling, among other processes for project execution. I have highlighted those technical strategies for each project.

I hope you enjoy reviewing these projects as much as I enjoyed creating them.

JACKSONVILLE FLEX FIELD

Firm: Populous

Role: Lead Designer, Concept thru CA

Location: Jacksonville, FL

Size: 65,000 SF

Completed: 2017

Daily’s Place consists of a 5,500 seat amphitheater and practice facility for the Jacksonville Jaguars. Located adjacent to the stadium, this facility activates the stadium and surrounding neighborhood beyond the eight home games that occur each year. Two large airplane hangar doors allow the facility to be opened up to the waterways to the south and creates a visual connection through the entire venue.

The project was challenging from both a budget and schedule standpoint. Because of this, an enhanced, streamlined workflow was developed to allow us to get the project built in time for the first concert of the season.

Technical Strategies:

Excel driven data transfer, direct to fabrication modeling, cloud based information exchange, computational structural and environmental analysis

Concert rendering

Role: CEO, Co-Founder

Location: New York

Completed: Ongoing

ReDO Terminal is an interactive digital finance tool that streamlines the “back of envelope” calculations process for real estate developers and determines the best use for a site instantly. We aggregate zoning, market, construction and loan data to iterate through thousands of combinations of scenarios in less than a second, which saves our clients time and allows them to find deals faster and smarter.

Originally developed as an in-house tool for analyzing properties for our clients, we spun ReDO off as a web based product that anyone can log into and use, drastically reducing timelines and increasing certainty for real estate development analysis.

Technical Strategies:

Grasshopper prototyping, Python scripting, Javascript programming, React front-end

ReDO interface mock-up

PROCESS ACCELERATION

Firm: Gensler

Role: Design Technology Specialist

Location: Varies

Completed: Ongoing

One of my main roles at Gensler involved finding ways to leverage technology to improve the way we work, which we affectionately called Process Acceleration. This spans all aspects of the architectural process, ranging from design to visualization to coordination to construction administration.

Specific examples of Process Acceleration include coordinating large, complex project delivery among the design team, our consultants, and the core and shell architect, as well as unifying processes globally for our large, corporate clients.

Technical Strategies:

Complex BIM workflows, Python Scripting, Grasshopper data visualization, Dynamo integration, custom Revit tools, Excel data management

Rendering of a Star Wars exhibition at Disney HQ

Above Diagram outlining the LOD 300 implementation process on a project, highlighting pain point and areas for process improvement

Below Heatmap showing results of an office-wide skillset survey, used to identify weaknesses and strengths for hiring and resource allocation

SKILLSET TRACKER RESULTS - AGGREGATE

By visualizing all of the survey results concurrently, we can spot trends, anomalies, strengths, weaknesses, volume, and areas for improvement across the office. These can be evaluated on a studio basis, a co-lab basis, or a skill basis.

We also have the ability to filter out certain roles that may skew results - for example principals and managers.

ANOMALY: Here we see a studio that is generally weak in technical skills and software that has an outlying strength compared to other studios.

Upon closer examination, we realize that this is the sustainability team in our consulting studio has strength in environmental analysis tools and processes.

SKILLS

STRONG STUDIO: This studio performs well as a whole relative to the rest of the office.

There are several skill categories that are bluer as compared to other studios - this is also a large, technically demanding studio which could explain their diverse, strong skillset.

INCONSISTENT SKILLSET: Here we see a pattern where there seems to be a large disparity in this skillset across the top versus the bottom.

This can be attributed to the difference in skillset between studios that are geared towards base building versus interiors.

Firm: SHoP

Role: VDC Engineer, Fabrication

Location: Brooklyn

Size: 660,000 SF Podium

Completed: 2015

City Point is a 1.3M SF total mixed use development located in Downtown Brooklyn. Our scope, the retail podium, supports two residential towers above. Our task was to rationalize the facade (designed by Cook + Fox) so it could be fabricated off site and installed as megapanels. This work involved coordination with the architects, steel superstructure, facade fabricators, and enclosure engineers.

The Gold Street facade consisted of multiple materials, including terracotta, ACM panel, and monolithic glazing. Large megapanels were assembled out on Long Island, then lifted onto preinstalled anchors on site. The initial rationalization consisted of templating out different assembly methods in CATIA, building mock-ups for approval, and coordinating anchors on the existing superstructure.

Technical Strategies:

CATIA fabrication modeling and EKL scripting, software interoperability and data transfer, Excel data management

Final panel installation on the towers at City Point

Firm: BLDGWORKS

Role: Chief Design Officer, Concept

Feasibility

Location: Marble Falls, TX

Size: 160,000 SF

In partnership with SAA|EVI, BLDGWORKS developed and designed multiple schemes for a 12+ acre site on the outskirts of Austin, TX.

This project demanded complex financial modeling while also catering to a complex site in the heart of Marble Falls. BLDGWORKS leveraged in-house financial optimization tools to help determine the ideal scenarios for the site. We also worked closely with local authorities and engineers to develop a contextual, responsive design.

RETURN OPEN SPACE

TARGET SOLUTION

Technical Strategies: CURRENT WORK - BELTON COURT SITE DEVELOPMENT 2 MILLION SCENARIOS ANALYZED - 60,000+ FEASIBLE SOLUTIONS PLOTTED, VISUALIZING DIFFERENT DENSITIES AND MIXES RETURN OPEN SPACE UNIT MIX DIVERSITY

RETURN OPEN SPACE RETURN OPEN SPACE

RETURN OPEN SPACE

ADVANCED VISUALIZATION

Firm: Gensler

Role: Global Art Director

Location: Varies

Completed: Ongoing

Visualization, in this context, only starts at still images. With advancements in VR, AR, and real-time rendering, we can explore new methodologies of design exploration, client experience, and distributing our work.

Our team did not focus on photorealistic still images, but rather on pushing the envelope of representation and finding ways to increase our visualization efficiency.

IMMERSIVE VISUALIZATION

Technical Strategies:

Unreal Engine, Unity

• A compiled Unreal model will provide consistent and diverse visualization deliverables throughout the duration of the project

• Deliverables range from photorealistic stills to fully immersive VR walkthroughs

• Can be used throughout the duration of the projectfrom concept through construction administration

• Can also develop custom experiences that can be demonstrated within the future on-site VR lab

Firm: Gensler

Role: DT Specialist, Concept thru CD

Location: Manhattan

Size: 1M SF

Completed: Under Construction

SOM issued the original core and shell model which established the model location, grid lines, and levels. These key elements are referenced and monitored into all Gensler central models

Gensler has a series of central models which all exist on the server, independently of each other. Models in gray are used for reference and are for DD team use only.

Gensler was retained to design the interiors of Disney’s new Manhattan Headquarters in partnership with SOM. This project required close coordination between the interiors and core and shell team, which demanded well design workflow and computational strategies for effective datasharing.

Users work in local models, which exist on their personal machines.

As consultant models are added, they will be referenced into each central model

In addition to large scale coordination, internal tools were developed to help designers manage and convey design decisions to the client, while making sure robust program requirements were met on a building of this scale.

Technical Strategies:

Custom Revit tools, Grasshopper modeling and data transfer, Cloud based collaboration processes

Gensler

ACADEMIC / RESEARCH WORK

School: Columbia GSAPP

Role: Student

Location: Boreal Forest, Canada

Size: 3,170 SF

Completed: May 2013

MSRO (Migratory Species Research Outpost) was my final project as a student at Columbia’s GSAPP. It was completed as part of Leslie Gill and Mike Jacob’s Color Studio in Spring 2013.

Meant to provide a habitat for migratory species researchers, the MSRO is situated in the Canadian Boreal Forest. This project was featured as part of the AIA’s Emerging Professionals Exhibition in 2015.

Technical Strategies:

Grasshopper modeling and environmental analysis

Rendering of the MSRO during rainy season

PUDELMA

School: GSAPP, Univ. of Oulu

Role: Design, Fabrication, Assembly

Location: Turku, Finland

Size: 78 SF

Completed: August 2011

Pudelma was constructed as part of GSAPP’s Summer Digital Fabrication Workshop in Summer 2011. It was the culmination of many weeks of work by GSAPP and University of Oulu students in both New York and Finland.

There were three stages to the project, which consisted of design in Manhattan and Helsinki; prototyping in Kuhmo, Finland; and assembly in Turku, Finland.

The pavilion is made of over 500 unique pieces that were milled and assembled in Finland over the course of two weeks. It was a resounding success, and was featured in Finland’s pavilion at the 2012 Venice Biennale.

Technical Strategies:

Custom Python scripting, HSBCad for direct to fabrication modeling, computational structural analysis, Grasshopper to modeling and construction logistics tracking

Locals enjoying Pudelma on the night of it’s completion.

NO ENVELOPES, NEW CITIES

School: Columbia GSAPP

Role: Student

Location: Harlem

Traditional zoning systems use prescriptive measures to regulate building massings. Can zoning take methods from more performance based systems, like certain building codes, to provide flexibility while improving the quality of the neighborhood?

This was the question proposed by Ayesha Husain and me in our housing project turned scholarship recipient.

Our proposal focuses on how to maintain the underlying intent of bulk restrictions. New programs with quantifiable metrics allow people to analyze designs more thoroughly before building them. This added layer of analysis should be used more in the front end of design and city planning in order to allow for more innovative solutions and give architects greater design flexibility.

Technical Strategies:

Ecotect/Geco for environmental analysis, Grasshopper modeling, zoning analysis, and data comparison

URBAN STRIP A PERFORMATIVE TESTING EXPERIMENT

Above Diagram indicating the current prescriptive zoning approvals process and a proposed performative based process. Right Urban Strip drawing indicating different performative strategies that were deployed for analysis on a stretch of Park Avenue

BLACK LIVES AND DESIGN

Firm: Gensler

Role: Design Lead

Location: Austin, Brooklyn, Costa Rica

Size: Varies

When you hear the term “shade structure” it can conjure different ideas for different people. Therefore, we did a thorough precedent analysis to determine what benefits are provided by different typologies. Which are more permanent versus more temporary? Which are sustainable? Which are flexible or durable? This allowed us to better understand what kinds of solutions will be beneficial for different conditions.

For our Black Lives and Design Research Grant, we believe there may be more than one solution depending on different community needs. Our precedent analysis helped us better understand our options.

Extreme heat is a climate justice issue. In the U.S., on average, it is the most fatal of all extreme weather events. Research finds that extreme heat consistently and disproportionately impacts formerly redlined areas, with land surface temperatures as much as 7°C hotter than adjacent non-redlined areas.

Our goal was to design the design process, proof of concept, and implementation of a built structure/s to combat extreme heat events in atrisk neighborhoods.

The “design of the design process” resulted in a participatory design model and a map containing specific design parameters that can be influenced/informed by community feedback and needs.

Technical Strategies:

Grasshopper design and data tracking, Climate Studio environmental analysis

Participatory Design Model

TEACHING WORK

School: Columbia GSAPP

Role: Assistant Adjunct Professor

Location: New York

Size: Varies

Completed: Spring 2022 - Current

Rethinking BIM challenges its participants to explore different methods of leveraging BIM and computation to enhance all processes within our industry.

One of the critical drivers of success in our industry is our ability to collaborate with other members of the development, architecture, engineering, and construction (DAEC) industry. The class examines how these related disciplines function. Concurrently, we develop processes to better understand and communicate with each other. We also take inspiration from outside the industry from areas like tech and manufacturing. Finally, we leverage drawing and diagramming to visualize and explain these collaborative processes.

Technical Strategies:

Revit/Dynamo, Grasshopper, Climate Studio, Python scripting, Galapagos

School: Columbia GSAPP

Role: Assistant Adjunct Professor

Location: Speculative

Size: Varies

Completed: Fall 2013 - Fall 2021

The use of perspective and rendering is often an afterthought. With the abundance of 3D modeling software and the ability to see every angle of a project instantaneously, renderings are often thought of as a last minute tool for representation.

This class challenged the participants to not only think of rendering as a method of presentation, but also a tool for design. We encouraged the use of perspective and rendering early and often in the design process. In addition to learning techniques for creating ultra realistic images, we taught a workflow that encouraged early exploration. We will focused on color, light, material, context, reflection, and opacity throughout the course of the entire design project, and looked for inspiration in many places, including art, photography and cinematography.

Technical Strategies:

3DS Max, V-Ray, Maya, Substance Suite, Adobe Suite

Clockwise from Top Left Speculative renderings by Sky Achitoff, Juan Marcos Arriaza, and Michael Hoehn; Lindsey Lee; Mohammed Khesroh, Rui Peng, Ruling Li, and Jiapei Li; and Steven Marsh

WRITING SAMPLE

Architectural Practice as Collaborative Practice

When I first learned about the concept of parametric design¹ in graduate school, I tried to automate everything. I would spend hours forcing the computer into executing what was in my head or my sketchbook. A few years later, while trying to develop a convoluted process to realize a design idea on a large housing project in Harlem, I realized that drawing it by hand was a faster and easier method of executing that idea. Since that day, I have often asked myself, “what are computers good at, and what are humans good at? What do I, as a designer, want to delegate to the computer? What do I actually want to achieve?”

My thoughts on the architectural practice have continuously evolved since that day, and the idea of taking ownership of different aspects of the design process versus delegating is something I’ve thought long and hard about My initial background was in construction, where I translated drawings into built objects I got into architectural design later in life, but I carried with me the value of collaboration and trust between construction teams across the various workstreams of a building’s creation The coordination of a building is quite beautiful when done well, with groups of plumbers, engineers, electricians, framers, designers, clients, and many others all working together towards a common goal

Ultimately, I became a licensed architect in New York What attracted me to architecture is that it is the merger of creative and technical thinking It is art with constraints (thanks, gravity) Design is messy, quick, and iterative, but buildings as a product must be deliberate and refined If the process of designing buildings is not deliberate and refined, it may have disastrous consequences The most extreme negative outcome would be an unsafe or non-functional building Alternatively, an inefficient design process at a business level can lead to poor results or a negative balance sheet I have been a part of projects that spent dozens of weeks and

Parametric design as a hybrid model

thousands of hours preparing for design pitches that never happened It’s not fun for anyone, and it’s certainly not fun for those responsible for a project’s profitability

There are, unfortunately, no bug fixes or patches available if the product fails. This quandary poses an exciting challenge how can architects deliver beautiful, safe, and efficient projects in a cost-effective, profitable, streamlined manner? Fortunately, there is no one-size-fits-all approach, which means every architectural project is a new adventure. That’s what I love about this profession. Architects driven by collaborative practice methodologies will be able to visualize the whole playing field and make technology-driven connections across all disciplines of the building practice and industry.

Even a small project has a tremendous amount of complexity and many parties involved

A Case for Vertical Integration

Certain aspects of a building’s development life can seem like a marathon when they should be a sprint

Changes in a project design can feel like navigating a barge through the Suez Canal As projects grow in size, complexity, and number of parties involved, it becomes increasingly difficult for architects to streamline the design process Some factors that are putting strain on this process include ever-increasing client expectations and the industry struggling to catch up with the accelerated pace of growth in a rapidly globalizing world ² In addition to the slow development of internal design processes, the number of agencies involved in building approval has increased, as has the amount of documentation and meetings required for those reviews and

approvals As a result, the average amount of time it takes to construct a building has almost doubled since the 1970s ³ It is not a good sign that design and construction are slowing down as the rest of the world is rapidly evolving and accelerating

Average length of time from start to completion of 2 or more unit, privately-owned residential buildings

There are examples of more collaborative models being successfully deployed that include design/build, design/develop, design-assist, and integrated project delivery These are all alternatives to the traditional design/bid/build model Frequently, these are contractual arrangements, but other times they are informal relationships that develop between companies with a high level of trust and an understanding of how to work together more collaboratively

The most extreme example of a collaborative model is vertical integration, where one company does most, if not everything, required to deliver a project There are some challenges to vertical integration, and the recent collapse of Katerra indicates how this can be a dangerous approach ⁴ It isn’t easy to prop up and support a business that requires so many different areas of expertise In addition, clients often bristle at the lack of accountability in the process. That being said, I am a massive advocate of this process for many reasons if it is planned and executed strategically.

A few (simplified) project delivery models

The first reason vertical integration is a better approach is that it streamlines the convoluted communications process in our industry Second, it allows for better-informed decision-making to occur earlier and allows for decision-making that can be analyzed at multiple project levels, not just within the silo of that specific discipline Finally, and most importantly, it empowers the architect to create their projects rather than waiting for clients to come to them; become more versatile in our project delivery methodologies; and realize our vision by controlling the process from start to finish Firms striving to innovate within the design and construction industry are overwhelmingly choosing to vertically and horizontally integrate ⁵ To successfully leverage vertical integration, we must trust the expertise of those outside the typical silo of our practice, iterate quickly, and rely heavily on solid systems thinking

Trust Expertise, but Don’t Trust Tradition

One of the most successful strategies for successful project execution I’ve experienced is the benefit of getting as many stakeholders involved as early as possible, leveraging their expertise, and checking in with them as a project progresses This list, at a minimum, should include technical oversight, design visioning, various engineering teams, design technologists, and constructability experts The counterargument to this is the expense associated with this expertise Usually, experts who convey this valuable knowledge have pretty high billing rates I’ve heard the phrase “this is an expensive meeting” way too many times in my career The cost of not having that “expensive meeting” can be catastrophic to a project if a team paints themselves into a corner because of a lack of valuable insight early in a project A minor code oversight or legal issue can sink a project or lead to hundreds of hours of revisions Also, you usually do not need a large amount of time from these experts, as they can often rely on their years of experience to quickly identify potential roadblocks or valuable opportunities

This mindset could extend beyond the architecture firms’ doors and the traditional delivery methods of our industry. Consultants, who are part of the design team, are often looped into this process early, but contractors,

who are part of the construction team, are not This delivery method is a framework intentionally set up to segment these two aspects of project development However, this traditional method of separating these disciplines often leads to conflict and disagreement The most successful complex projects I have worked on involved contractors’ expertise early on. Their knowledge of logistics, supply chains, and pricing can enrich a project’s outcome and allow the design team to make better-informed design decisions early and can be critical in truly realizing a vision.

Architects could leverage the skills they have acquired in architecture school, internships, and professional life into various areas of the construction industry that have a significant impact on financial decisions. Alternatively, architects could help developers make better informed financial decisions or even act as developers themselves by being proactive. An extreme example of this is SHoP Architect’s Porter House. SHoP was so confident in the design decision-making that they took financial upside in the project in exchange for a lower fee Most would say this is risky However, suppose architects have a better understanding of how their decisions impact finances In that case, they could make better decisions about a project early on, and this would, in turn, ‘de-risk’ a project, as in the example of Porter House ⁶ SHoP themselves profited from that financially driven decision-making while still executing on visionary design

Fail Faster, Learn Quicker

One of the most potent things a designer can do is realize when an idea is not good. The quicker they can do this, the faster they learn from their mistakes and move on to better solutions. Getting expert input early on is an excellent way to determine if something is unsuitable quickly. It is also a great way to figure out alternatives or resolutions.

Distributed, large team on a complex project

Buildings don’t have the luxury of multiple releases or product life cycles In app development, you can release a new feature or fix a bug almost as quickly as an issue pops up For example, Apple is continuously releasing updates to its iOS due to flaws that create openings for security breaches ⁷ In construction, once it’s built, it is virtually impossible to change without tremendous headache or expense. Lack of coordination or errors and omissions are cited as the most significant driver of change orders, which can drive the cost of a project up 10% or more.⁸ So, what architects do to mitigate this, is spend an enormous amount of time visualizing design ideas. This time results in the form of drawings, polished renderings, physical models, or mock-ups. By the time a presentation is “client-ready,” there has already been a tremendous amount of time and money spent preparing. These design ideas are often rejected or drastically reconfigured after these client presentations, and the cycle begins all over again. Also, clients often sign off on design direction without genuinely understanding what that direction is, which is also cited as a common cause of change orders. This haste to sign off on an idea leads to confusion and more changes later in the process when revisions are more costly and time-consuming Depending on which resource one uses, the fee for schematic design encompasses only 10% to 25% of the total project fee, with construction documents ranging from 35% to 50% ⁹ This billing breakdown, in theory, makes sense because there is a substantial amount of time required to finalize construction documents However, most major design decisions are made during schematic design They are usually the most significant decisions and the hardest to change once the project progresses to the next stage

It is crucial to determine the best and most appropriate methodology for conveying design ideas to be shaped faster by various discipline constraints Vertical integration can assist with this by allowing a better planning process that evaluates all aspects of a project, not just design First, this means determining the best and most appropriate methodology for conveying design ideas Second, it means selecting the most efficient method for generating the content required to receive approval and move forward The history of architecture suggests that this is typically done on the backs of interns and junior designers who work countless hours on

A parametric process produces a tremendous amount of information and allows for better iteration later in the process, but skews the traditional fee model

presentations and various iterations There is no urgency to do this efficiently because large firms are getting the extraneous aspects of this process done at little to no expense it’s all unpaid overtime or unpaid internships Junior architects at large firms often work 50 hours a week on average and up to 70 hours a week leading up to deadlines. Sometimes, these design sprints are for competition entries, which may result in little or no fee returning to the firm. There is talk of unionization at architecture firms, and blatant disregard for decent labor practices is being exposed.¹⁰ Leaders within the architecture industry are responsible for making our process more efficient and considerate of their staff’s time.

One emerging methodology to help convey design faster and clearer is leveraging advanced, immersive visualization platforms This methodology is the definition of ‘failing’ fast If you can quickly translate a low detail 3D model into a spatial experience for a client, they will immediately know whether or not they enjoy being in the space There are robust systems for generating high-quality immersive experiences, but these are just as time-consuming as the endless presentations I mentioned above Architects need first to determine the appropriate decision-making that needs to occur at that design stage Then, they need to leverage transparent methodologies that allow clients to provide pointed feedback and quickly make those decisions

Architecture students are taught the medium of 2D plans, sections, and elevations, and this method is nurtured in practice. However, most clients don’t have this literacy and are more likely to understand other forms of design communication. In a world where VR is becoming more prevalent, the inherent nature of a still rendering can feel static and leave the viewer wanting more. The decision-makers in the world are increasingly skewing towards a generation that grew up on Playstation and are used to experiencing incredibly high-quality spatial experiences. New forms of media are becoming increasingly popular, as are new methodologies exploring those media. The global virtual reality market share is expected to grow 18% annually over the next six years.¹¹ The next generation will have grown up on Oculus and the Metaverse.

Implement Systems-Based Thinking

“Some developments may only come through trial and error because their consequences are non-intuitive and hard to predict” Rise of the DEO: Leadership by Design.

In my view, the architectural profession would benefit from moving away from service-based thinking and implementing more systems-based thinking. By leaning on more collaborative practice methodologies, it could also implement more streamlined systems within daily processes to improve workflow. Architecture professionals could also strategically reuse processes in the same way they strategically reuse (and edit) details. This means there is no one-size-fits-all approach. For example, I would not use a set of details for a steel-framed building on a concrete framed structure. However, there may be facade connection details on the former that I may be able to reuse (with edits) on the latter

In the same way, processes developed for a large, rural site shouldn’t be used in a low-density zoning district on a tighter, high-density urban site However, that process may have elements, like circulation (or movement through space) analysis or solar analysis, that can be edited and reused from project to project I am an advocate for the idea of a Library of Process, in a similar way architecture practices usually create a library of details.

As I mentioned above, there is no one-size-fits-all approach for every building project. The most essential skill architecture professionals can use to accelerate the design and building process is determining the best tool for each job. This changes depending on what one is trying to do no one platform or methodology is perfect for every project and not even for every design exercise within that project. The drawing process allows one to think through and resolve issues. I’m an advocate for changing software partway through the process and also going back and forth. Repetition is good as long as it is strategic, iterative, and quick. However, repetition can come back to bite us if we do not have streamlined methods of implementing design change from one platform to the next and end up creating software dead ends Iterative processes between disciplines are also instrumental, and within a vertically integrated system, those processes become more seamless and efficient Parametric software helps bridge the gap between design and analytical thinking, and analytical thinking helps accelerate and confirm decision making However, architects also need to be strategic to determine which processes generate results a process for the sake of a process isn’t helpful The low-hanging fruit in this area is the automation of certain aspects of the design process, which can be as simple as counting quantities For example, take-offs and seat counts can suck up endless hours of a designer ’s time when, if all of this is done leveraging a collaborative process, it can be extracted from the project instantaneously

Finally, architects should learn to code (or at least determine what code is capable of) I love to say that software is not the answer Software comes and goes, and different people in different firms have proclivities towards specific programs I can buy a platform that helps me visualize and schedule construction logistics Still, I can also develop a tool that leverages Excel, Rhino, and Revit to do the same It all depends on resources, expertise within the firm, and long-term implementation of that process.

Process is king, and determining the best way to execute that process is up to the architects of the future. There is no singular building, and the constraints of the real world will not allow for that. There are too many jurisdictional, environmental, and site conditions to allow for a singular product. Therefore architecture practitioners must focus on process as the driver for large-scale change in architectural design. Experienced architects will realize the need for an expanded process, and collaborative practice-driven architects will determine the best method of developing and implementing that process.

[1] “Parametric design Wikipedia ” https://en wikipedia org/wiki/Parametric design Accessed 22 Mar 2022

[2] “Measuring Construction Efficiency by Brian Potter ”

https://constructionphysics substack com/p/measuring-construction-efficiency Accessed 22 Mar 2022

[3] “Average Length of Time from Start to Completion of New Privately …. ”

https://www.census.gov/construction/nrc/pdf/avg starttocomp.pdf. Accessed 22 Mar. 2022.

[4] “How a SoftBank-Backed Construction Startup Burned Through $3 …. ” 29 Jun. 2021, https://www.wsj.com/articles/how-a-softbank-backed-construction-startup-burned-through-3-billion-1162495900 0. Accessed 22 Mar. 2022.

[5] “White Paper A Preliminary Overview of Emerging Trends for …. ” https://autodesk.blogs.com/pullen et al. - 2019 - a preliminary overview of ic in the us.pdf. Accessed 22 Mar. 2022.

[6] “The Porter House SHoP Architects.” https://www.shoparc.com/projects/porter-house/. Accessed 22 Mar. 2022

[7] “Apple releases iOS 15 3 with fix for ‘actively exploited’ iPhone flaw ” 26 Jan 2022, https://techcrunch com/2022/01/26/apple-ios-actively-exploited/ Accessed 22 Mar 2022

[8] “Evaluation of change management efficiency of construction ”

https://www sciencedirect com/science/article/pii/S1687404813000060 Accessed 22 Mar 2022

[9] “Guide to Architectural Design Phases Monograph ”

https://monograph com/blog/guide-to-design-phases Accessed 22 Mar 2022

[10] “Architects Are the Latest White-Collar Workers to Confront Bosses ” 21 Dec 2021, https://www nytimes com/2021/12/21/business/architects-white-collar-union html Accessed 22 Mar 2022

[11] “Virtual Reality Market Share & Trends Report, 2021–2028 ”

https://www grandviewresearch com/industry-analysis/virtual-reality-vr-market Accessed 22 Mar 2022

Me working with the Pudelma team to assemble the pavilion on site in Turku, Finland.