Project Touchstones:
Owner’s Project Requirements (OPR) as a Foundation for Success
We sat down with architect Tanya DeLeon, who serves as the Living Sector Leader in LS3P’s Greenville, SC office, to talk about the importance of early-stage client conversations to setting project goals. Specifically, Tanya believes that using LS3P’s OPR tool adds depth and nuance to the design process that adds significant value for the client.
Tanya De Leon AIA, NCARB
GSP Living Sector Leader
Tell us a little bit about what you’re up to these days!
I currently work as an architect and Senior Project Manager in the Greenville, SC area. My largest project at the moment is a 26-building multifamily development that will provide over 317 units of housing as part of a new mixed-used development.
You were one of the first people to beta test LS3P’s new version of the OPR (affectionately known as OPR 2.0) in the field. How did it go?
Well, I had a little bit of inside scoop on the process, because I’m a member of two of LS3P’s Knowledge Teams that were involved in the development of OPR 2.0. Espy Harper, LS3P’s Innovation Leader, made updating the OPR one of her first big initiatives. She kept the Ignite Knowledge Team (a group dedicated to innovation) involved in the process. Leigh Pfeiffer, LS3P’s Sustainability Leader, has also been a huge cheerleader and influence in the development; she kept the Integrate Knowledge team (dedicated to high performance design) in the loop as well.
I had some experience with earlier versions of the OPR, and knew that it needed a more collaborative and
interactive approach in order to gain traction. OPR 2.0 is much more user friendly. In fact, I had the opportunity to use both versions with the same client. Because we were working on a massive project, we had an initial contract for just Schematic Design, so I walked the client through the long version at the beginning of that phase. In all honesty, he was a great sport and the right person to engage in the conversation, but it took three hours and it was clear there was room to make this process a little more efficient.
When we signed the next contract with the same client for Design Development through Construction Documents, I was able to use OPR 2.0 to revisit these topics. Using this version, the conversation was easy, interactive, and quick, and we were able to establish “touchstone” goals quickly that have served us well throughout the design process.
What sort of preparation did you do for the conversation?
Honestly, very little. For those who might have used previous OPR versions, OPR 2.0 really does provide an “easy button.” It’s interactive, has lots of graphics, and walks through big topics to spur engagement and discussion. My OPR conversation with the client was very casual, and
we were able to adapt in the moment and skip over anything that wasn’t relevant to the project at hand. It’s very palatable, with bullet points and images.
For teams who haven’t experimented with OPR 2.0, I’d suggest reading through it once before meeting with your client, but I don’t imagine there’s much that would be a surprise for anyone who’s already familiar with the AIA’s Framework for Design Excellence. For interiors projects, the verbiage might be a little different and some sections won’t apply; you could skim through and remove anything that’s not relevant.
Of course, some teams might choose to go in and tailor images and suggestions for each project. That’s certainly an option, but not at all required. The document is set up to be user-friendly and a low lift.
We are all on resource overload these days. There’s a lot of information out there and projects are increasingly complicated. Does the OPR feel redundant, in the list of things that have to be checked off for each project?
Not at all – because the OPR is built around existing frameworks we should be designing towards anyway. The OPR folds in LS3P’s mission/vision/
values, AND our tenets for design excellence, AND the AIA’s Framework for Design Excellence. Combining these into one document streamlines the process and quickly gets us to the core ideas that will shape the design at every stage.
Once the project takes off and people get busy, does the OPR conversation fall by the wayside?
Projects move quickly and we’re all keeping a lot of plates spinning, so I can see that losing track of the OPR goals is a risk. My suggestion – and this is what we did on the massive project I referenced – is to include the OPR in contract B101. Making it part of the official scope and fee provides accountability for everyone involved. It also underscores the value of the OPR as part of our services; the OPR isn’t just a feel-good conversation at a kickoff meeting. It provides a material benefit to the process and the product. The OPR is a value add.
What would you say to someone who is reticent about the OPR?
Well, I would imagine there are a couple of different reasons for hesitation, so I might address those from different angles. For people who might have tried earlier versions of the OPR and found it onerous – say, pages
and pages of text in a dense Word doc that took 3 or 4 hours to complete – I’d recommend giving this new version a try! In my experience, it’s a time saver, not just one more box to check off on the project road map. Once I’d had this conversation with my client, we had enough clarity on the project direction that the decision-making process was much smoother at every stage of the design. I think you’ll find that the longterm payoff is well worth the early time investment.
There may be others who aren’t convinced of the value of the content involved or who have negative connotations about the word “sustainability.” In that context, I’d say that the OPR is really about best practices. What is a good building, and how do we deliver it? We, as a firm, are committed to design excellence, and with design excellence comes a commitment to integrating best practices as they continue to evolve. For AIA members, the Framework for Design Excellence comes from our professional code of ethics. We’re professionally obligated to pursue excellence in this regard. We may have teams who mistakenly assume up front that a client won’t want to have this conversation. However, when we’re clear that we’re adding real value to a project – not just for building occupants, but for the
owners themselves – we can back the OPR’s value up through the technical and strategic design components that lead to better performance and a better ROI. Let’s not decide up front that people won’t be interested; instead, we can meet them where they are and lay the groundwork for a better building.
Any final thoughts?
Great design is complicated! However, we don’t have to wait for the “perfect” project to use the OPR to make a difference. If, instead of saving the OPR for projects where we can address every pillar of the Framework for Design Excellence, what if we used the OPR on every project to address even one pillar? If we can make every building a little bit better than it might otherwise have been, the impact would be incredible – we have the opportunity to change hearts and minds. I highly encourage you to give it a try!
Meet Tanya
Tanya De Leon is an Architect and Senior Project Manager at LS3P’s Greenville office, where she serves as the Living Sector Leader and has earned the recognition of Senior Associate. With a diverse background in multifamily, high-end residential, hospitality, commercial office, K-12, and civic projects, Tanya brings a wealth of experience and leadership to her role. She holds a Master of Architecture from the New School of Architecture + Design, where she graduated with Presidential Scholar honors, and a Bachelor of Fine Arts in Sculpture and Art Education from the University of Florida.