Creating a Culture of Sustainability in Homebuilding

Creating a Culture of Sustainability in Homebuilding

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Yale School of Management published this insight on Creating a Culture of Sustainability in Homebuilding that could be said to be not beyond their acclaimed mission of educating leaders for business & society.  It is as wise as useful in these days of uncertainty.  Here it is.
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Creating a Culture of Sustainability in Homebuilding

Sustainably built homes cost more up front, but that investment can easily pay off over the decades with savings on heating and cooling—not to mention resiliency and improved indoor air quality. Aaron Smith ’16 is helping builders and buyers understand the benefits of building homes that can generate as much energy as they use.

Aaron Smith

CEO, Energy & Environmental Building Alliance (EEBA); CEO, GreenSmith Builders
We’re trying to transform an industry that has been doing things pretty much the same way for more than 100 years. We want to make healthier, electric, resilient, decarbonized, and net-zero homes the norm.

Q: What is the Energy and Environmental Building Alliance?

The Energy and Environmental Building Alliance (EEBA) is a community of 72,000 builders, architects, and other stakeholders across North America coming together to learn, share, and collaborate on how to build homes in a more sustainable manner.

Ultimately, we’re trying to transform an industry that has been doing things pretty much the same way for more than 100 years. We want to make healthier, electric, resilient, decarbonized, and net-zero homes the norm.

Q: Why is that important?

Forty percent of our energy use comes from buildings. That’s a significant contributor to climate change. Overall, the construction industry is very slow to adopt advances; even for great products and effective new approaches, it can take 20 years. But the technology’s there to do better, so if you want to innovate and disrupt, housing is a really interesting space right now.

The move to sustainable methods is a patchwork, but it’s ready to spread. We’re seeing the start of hockey stick growth. EEBA tracks single family homes and multi-family units built at or above a Zero Energy Ready standard across North America. Over the past two years there was a 440% increase.

Q: What do you mean by Zero Energy Ready and above?

The Zero Energy Ready Home is a standard set by the Department of Energy. To qualify a building must be energy efficient enough that a renewable energy system could offset the home’s annual energy use, so it’s extremely well insulated and extremely airtight, and may have an energy recovery ventilator. Above that is net zero, where a solar, wind, or renewable other system is producing all the energy the house needs. And the step beyond that is net positive, which is a building that actually exports energy into the grid.

There are a lot of standards and certification programs out there—LEED, National Green Building Standard, Passive House, Healthy Building, the Living Building Challenge. We tend to educate builders about all of them and allow them to choose the one that’s best for them and their clients.

Something that doesn’t have a certification program but we’re always focused on is building resiliency. How does it protect the occupants and continue to operate during a stressful period? With extreme weather events and potentially extended power outages that’s increasingly important.

The efficacy of solar panels has gone up so much that even a small amount of solar allows an efficient house to be net zero. Pairing that with new inverter technology, which lets your house feed excess solar power into the grid most of the time but switch to running the house directly off solar when the there’s a grid outage, adds resilience.

We’re seeing more and more battery deployment for backup within homes. Those can be dedicated systems or with something like the F-150 Lightning, Ford’s electric pickup, your EV can serve as backup power for the home during an outage.

Q: Is the interest in more sustainable building coming from builders, consumers, or somewhere else?

There are many drivers. In a few places, building codes are requiring new construction to be all electric. For those places, understanding how to build this way is really a license to operate. But for the most part, our members are professionals who want to be the best in their field. They have a sustainability mindset and a calling to build high-performance homes.

I learned about craftsmanship from my grandfather. He was proud of building homes that would last for 100 years. To me, sustainability is an extension of craftsmanship. It just makes sense. I hope my generation decides the building it’s putting up for the next 100 years will be sustainable. Building in the most sustainable way goes to a larger mission of being stewards of this planet for our kids and grandkids. I get excited by that.

And as millennials start to become the generation driving housing, their predisposition toward more sustainable and healthier is pushing awareness of building more sustainably into the industry.

When people consider buying a house, they look at the listing price. It’s not easy to look at the operating costs or the health costs, which can be dramatically different from one house to another.

In some cases, sustainability isn’t at the forefront. A builder in Texas who does net zero homes told me 15% of his customers do it for environmental reasons. Another 25% want the self-sufficiency of being able to go off the grid with their own water supply, solar power, and backup batteries. The remaining 60% do it for economic reasons. Between the rebates and incentives that are available and the certainty of owning their power supply so there won’t be escalating costs, they are ready to make the investment.

Q: Is it more expensive to build in a sustainable way?

It typically does cost from 1% to 11% more to build a very sustainable home. But it’s a lot like electric vehicles. The upfront cost is higher, but it you look at the total cost over time, it more than pays off the investment.

The problem is, when people consider buying a house, they look at the listing price. They don’t think to—and it’s not easy to—look at the operating costs or the health costs, which can be dramatically different from one house to another.

I didn’t ask about heating costs when I rented a wonderful 1740s farmhouse in Connecticut while I attended Yale SOM. It cost $1,000 a month to heat during the winter. Operating costs make a real difference.

In addition to running EEBA, I also co-founded GreenSmith Builders with Marc Wigder a classmate from Yale SOM. We build what we call attainable sustainable housing—energy-efficient single- and multi-family homes. I just got the monthly heating bill for a 27,000 square foot apartment building. It was $720 for the whole building in Minnesota in the winter.

Sustainable building makes housing more affordable when you look at total cost of ownership. When you think about living in a house for years, even decades, would you spend 1%, 5%, 11% more up front if you know you’ll get it back with savings on lower operating costs? Sustainable builders are starting to energy model each home so they can quantify the value long term.

And that’s only considering the energy costs. Health costs are harder to quantify, but in many homes, indoor air quality is worse than outdoor air quality. There are a lot of great systems that ensure a really healthful environment in the home.

Q: Why isn’t this approach the norm?

Market sector change is very difficult. It takes bringing stakeholders together. It takes sharing of ideas and best practices. It takes radical collaboration across organizations. We get up every day at EEBA and try to transform the industry. It’s extremely challenging and frustrating and exciting and rewarding, all at the same time.

Change is hard in any industry. For residential construction, there are a lot of incumbency issues. There’s huge demand for housing. You can sell every house that you build. Why would you change anything? That’s especially true in places where building codes haven’t been updated in years. It’s common to think that a house built to code means it’s all good. Another way to look at a house built to code is that it’s the worst house that’s not illegal. Depending on where you are, simply building to code isn’t desirable.

Switching costs are real, especially in an industry where it’s common to learn through apprenticeship on a job site—“This is how we do it.” At EEBA we try to make that mentoring culture a strength. Because builders work locally, for the most part they’re not in the same market as other EEBA members; they’re not competing against each other, so they can share and learn from each other and continually raise the level of knowledge of what it means to be a sustainable home builder. That’s a powerful part of EEBA.

What we’re trying to do is really speed the adoption of great technology, great building practices, and sustainable thinking across the industry. We’re making continuous learning easier. We provide online and in-person education. We do a yearly summit where we bring builders together.

Given the trends, if builders don’t have a plan to be building Zero Energy Ready houses, they may not be able to operate in the marketplace within a few years. I think it’s going to shift that quickly.

Q: Are there enough people going into the building trades to supply the required labor?

There are not enough people going into the trades. That’s starting to force change in interesting ways. Because builders can’t hire all the labor they’d like, offsite construction techniques are getting attention.

There are a variety of different approaches, but essentially components of the house are built in a factory. Then the floor cassettes or structured insulated panels that make up the walls are trucked to the building site and craned into place. It’s incredible how fast the modules go together.

There are a lot of investments in offsite construction. Builders are looking at it. Lumber yards and other suppliers are interested. We’re seeing a huge shift right now. It really helps with the labor issues. And it can be done to the highest sustainability standards.

Q: What led you to Yale SOM?

When I was an undergraduate there weren’t courses in sustainability, let alone a major. I learned about sustainability on the job as best I could. I went to Yale SOM to strengthen my understanding of sustainability and to learn how to have impact at scale.

When I came across EEBA, an incredible mission-driven organization that’s really changing the face of construction across North America, it just brought together everything that I had learned across my career. Now the goal is to grow the organization significantly and grow our impact significantly so we can speed up that change in the marketplace.

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Read original text on Yale Insights.

Why Architectural Design is Most important in construction?

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Why Architectural Design is Most important in the construction industry? Wondered rightly Diane Jones in West Seattle Blog.  Here is her answer.

The image above is just for representation and is credit to Gazette.One

 

Why Architectural Design is Most important in construction industry?

By dianejones, Participant

Architectural design is crucial in the construction industry for several reasons:

Functionality: Architectural design ensures that the building or structure is designed to serve its intended purpose effectively. It takes into account the needs and requirements of the users, incorporating various functional aspects such as spatial planning, circulation, and accessibility. A well-designed building enhances productivity, efficiency, and overall user experience.

Aesthetics: Architectural design adds visual appeal and beauty to a structure. It considers elements such as proportion, scale, balance, materials, colors, and textures to create a harmonious and visually pleasing environment. Aesthetically pleasing buildings not only enhance the quality of life for occupants but also contribute to the overall urban or rural landscape.

Safety and Structural Integrity: Architectural design plays a crucial role in ensuring the safety and structural integrity of a building. It takes into account factors such as load-bearing capacity, structural systems, resistance to natural forces (e.g., earthquakes, wind), fire safety, and adherence to building codes and regulations. Proper architectural design minimizes the risks associated with structural failures, accidents, and disasters.

Sustainability: With growing concerns about environmental impact and resource conservation, architectural design plays a vital role in promoting sustainability in the construction industry. Designers consider strategies for energy efficiency, water conservation, use of eco-friendly materials, waste reduction, and integration of renewable energy systems. Sustainable architectural design minimizes the ecological footprint of a building and contributes to a greener future.

Economic Considerations: Architectural design influences the economic aspects of a construction project. Effective design can optimize the use of space, reduce construction costs, and improve operational efficiency. It takes into account factors such as lifecycle costs, maintenance requirements, and adaptability to future needs. Well-designed buildings have the potential to increase property value and attract occupants, contributing to long-term economic viability.

Cultural and Social Context: Architectural design is influenced by the cultural and social context in which it is situated. It takes into account local traditions, cultural values, and community needs. Architecture can reflect and reinforce cultural identity, provide spaces for social interaction, and contribute to the overall well-being of communities.

In summary, architectural design is essential in the construction industry because it ensures functionality, aesthetics, safety, sustainability, economic viability, and cultural relevance in the built environment. It integrates various considerations to create well-designed and meaningful spaces that positively impact individuals, communities, and the environment.

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$220bln to build extra 1,100 km of metro rail

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GCC cities should spend $220bln to build extra 1,100 km of metro rail

Global consultancy firm Strategy& says socio-economic benefits worth $700 billion can be realised by building extra metro tracks by 2030.

Image used for illustrative purpose. Getty Images
Getty Images

GCC cities will need an additional 1,100 km of metro systems by 2030, estimated to cost nearly $220 billion, global consultancy firm Strategy& said in a new report.

The cities currently have 400 km and will need the expansion of metro tracks to meet the growing population demand.

As of 2022, Dubai and Doha have 90 km and 76 km of operational metro system tracks, respectively.

Riyadh is planning to launch a 176 km metro system by 2024. Saudi Arabia will need an extra capital investment of $34 billion by 2030 in addition to the $40 billion already spent.

Meanwhile, Abu Dhabi began electric bus trials in 2019 and has outlined plans for a 131 km metro system by 2030.

Although the cost is significant, a properly implemented and funded metro system can generate three to four times in direct and indirect socioeconomic benefits.

“If cities were to build the additional roughly 1,100 km of metro rail required by 2030, they could realise direct and indirect socio-economic benefits worth around $700 billion over a 20-year period,” said Mark Haddad, Partner with Strategy& Middle East.

Ensuring that current and future metro systems achieve such returns requires a framework based on four pillars that rest upon four foundational elements. These will help cities realise the anticipated returns and implement a metro system in a cost-efficient and effective manner.

The four pillars are clear objectives, integrated planning, high-quality service & customer-centric experience and commercial mindset.

These four pillars of the implementation framework rest on four elements: effective governance; policies and incentives to support transit adoption; funding throughout system development, launch and early operations and local capabilities that enable effective long-term management.

Ruggero Moretto, Principal with Strategy& Middle East, stated that properly implemented and managed metro systems could create long-term socioeconomic returns, promote sustainability, and improve the quality of life for residents.

(Editing by Seban Scaria seban.scaria@lseg.com)

 

Autodesk boss urges contractors to keep up with new tech

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A New Civil Engineer’s Innovative Thinker informs that Autodesk boss urges contractors to keep up with new tech.  Let us see.

The image above is of Autodesk Blog

 


Innovative Thinker | Autodesk boss urges contractors to keep up with new tech

Contractors must keep up with technological advances to drive the industry forward, says Autodesk senior vice chairman Jim Lynch.

Globally, the built environment footprint is expected to double in size by 2060. For that to happen in line with net zero targets, technology is going to be critical to improving the way construction is carried out.

Jim Lynch, Vice President & General Manager, Autodesk Construction Solutions.

Autodesk senior vice chairman Jim Lynch puts it simply: “The industry has to find a better way to build and digital is going to play – and is already playing – a huge role in that.”

For technology to advance our construction techniques, digital literacy is going to be required in all practices and, ideally, through all phases of construction.

“The bare minimum is that contractors use digital technology on the job site for collaboration,” says Lynch.

“Ideally, they should use digital technology during the pre-construction process. Moving on from there they should use it to drive operations and maintenance, then take that project information from design out to a digital twin, where they can use that technology to provide management capabilities for the owner.”

To make this a reality, technology must be easy to deploy and adopt, according to Lynch. “If using and deploying technology is going to need weeks of training where you’re taking workers off the job, that’s not going to work,” he explains.

However, Lynch believes the onus is on contractors to invest more in improving their digital literacy if they are falling behind.

“You have to build up that digital muscle,” he says. “And I think, by and large, contractors really do understand that they have to take those first steps around collaboration, then extend those steps into using more digital during the planning process and then continue on from there.”

He believes that today’s contractors are embracing technology faster than ever, not only because of the competition, but also because of the expectations of clients and the government. He points to the UK’s Building Safety Act, which became law in April 2022, as a driver.

“That is really all about data; it is ensuring that owners, contractors and designers all play a role in making sure that digital information is created, captured and stored throughout the entire process.”

Lynch believes a big challenge is going to be attracting the workforce to build all the future projects – but that digital could play a part in drawing people in. “I think the use of digital technologies to drive better outcomes in construction will be intriguing to the younger generation,” he says.

“How to apply technology to the construction process, especially when you think about augmented reality and virtual reality applications, will drive a greater interest in the workforce.”

He adds that the industry has made great progress in its use of technology in recent decades. “But I think we’ve only scratched the surface,” he says. “I think the best is really yet to come.”

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2023 Project Management Trends

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2023 Project Management Trends

Chauncey CrailContributor

Reviewed By Cassie BottorffEditor

Published: Nov 30, 2022

 

Significant changes are occurring in nearly every industry as technology advances and attitudes surrounding work and leadership evolve. Project management is no exception, and the styles and strategies for managing both the technical and human aspects of team projects are being adapted to accommodate the new workplace landscape emerging in the aftermath of the COVID-19 pandemic.

Here are the 2023 project management trends that we anticipate growing in the year to come.

A Continued Shift Towards Digital and Remote Work


In our post-pandemic world, fully remote and hybrid work options are here to stay. Gallup reports approximately 56% of full-time employees can fulfill job requirements entirely from home. The transition to fully remote work during the pandemic further illustrated productivity and effectiveness in the workplace could be maintained, even when a majority of employees were working from home.

Pros and Cons

From a project management standpoint, this transition has its pros and cons. Working in the same physical location as other team members promotes team-building and spontaneous collaboration that can be otherwise limited in a virtual workspace. Despite the perks of in-person collaboration, however, remote employees enjoy the flexible nature of working from home and report increased satisfaction with their work. When given the choice, many remote employees would prefer to remain remote or partially remote instead of returning full-time to the office.

As we move into 2023, project managers are challenged with navigating team dynamics and productivity in an increasingly digital environment.

Preference for Cloud-Based Operations

The transition to more remote working environments has created reliance on cloud-based computing solutions and communication networks. Cloud-based systems can provide cost-effective alternatives to traditional operations without surrendering performance and function. The ability for employees to access cloud-based networks from any location has made them the new standard for modern companies.


The Changing Responsibilities of a Project Manager


The scope of a project manager’s responsibilities is shifting, with more emphasis placed on flexibility, team dynamics and contributions outside of the project requirements.

Project Management and Change Management

In recent years, companies have enacted increasing numbers of change initiatives to organizations and the structures within. Project managers are learning to integrate the requirements of these change initiatives into project management strategies and plans. It is crucial to create a flexible methodology for integrating change initiatives with specific steps and protocols that your team can follow. These skills will continue to be relevant in coming years as companies grow and conform to the ever-evolving workplace standards.

Hybrid Approaches

Project success strategies have traditionally relied upon adherence to a single project management methodology. Recently, an increasing number of companies have merged multiple approaches to project management in an effort to increase flexibility and create a style that’s adapted to the needs of the individual project. Hybrid approaches also work well when faced with the task of integrating the expectations of new change initiatives presented by company leaders.

Increasing Connection Between Projects and Strategy

Project managers increasingly are asked to expand the scope and scale of strategies in growing workplaces. Rather than simply focusing on individual projects in isolation, project managers are being tasked with learning how individual projects relate to one another and how they work together to advance the goals of the company. This type of understanding can promote the strategic use of a project manager’s skills and help them to consistently make decisions that align closely with the company’s vision.


Advanced Project Management Tools, Solutions and Software


Technological advancements and improvements in software and automation have made their way into nearly every industry, project management included. Digital tools can help make the job of a project manager more efficient.

Increased Prevalence of AI and Automation

Artificial intelligence, automation, machine learning and data collection and analysis are rapidly becoming critical elements in project management strategies. According to PwC, 77% of high-performing projects utilize project management software to help streamline their work and meet their goals.

AI has the capacity to evaluate outcomes and provide insights into performance strengths and weaknesses, provide organized data to guide important decisions, predict outcomes, estimate timelines, analyze risk and optimize resource distribution. Project management tools and software can also automate time-consuming administrative tasks normally performed by the project manager, leaving the project manager free to focus time and energy on more critical or more nuanced tasks.

Project managers who take the time to understand how the AI and automation processes in their organization can complement their role will be well-prepared to take advantage of this resource.

Increased Focus on Data

Project management and data go hand in hand. A project manager who successfully uses available data to gain insight into key metrics can craft a targeted strategy to improve existing processes and further the goals of their business. Project management software can assist with both data collection and analysis, and provide concise evaluations and visualization tools for project managers to refer to in team building, productivity and time management efforts.

Emphasis on Soft Skills and Emotional Intelligence

As AI and automation take over aspects of the more technical side of project management, more emphasis is placed on the soft skills a project manager needs to effectively connect with, motivate and manage teams. These skills include emotional intelligence, communication, conflict resolution, mentoring and training, adaptability, time and risk management, leadership, team building and decision making.


Choosing the Best Project Management Software


Project management software can make a tremendous difference in the effectiveness and efficiency of a team and its leaders. With so many options to choose from, it may be challenging to know which software best fits the needs of your team. We’ve reviewed many of the available options and created a list of our picks for the best project management software based on ease of use, cost and fees, features and functionality, customer support and customer reviews.

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