Complexity of Decisions
To address variable conditions facing the owner.
Variable Conditions
The Strategic Predesign Process adapts to a range of conditions in the built environment. The following conditions influence the nature of decision making, scope of inquiry, level of effort, expertise required, stakeholder participation, and methods used throughout the process.
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1. Scale of the Environment
The scale of the environment defines the physical and organizational extent of the assignment. The effort may range from a focused workplace or existing-building study to a building project, relocation, land acquisition, campus, or site master plan.
2. Regulatory, Institutional and Public Context
The scale of a project will impact the regulatory and institutional considerations including external requirements, constraints, approvals, incentives, and public-policy considerations. These may influence what the owner can do, where development can occur, how much can be developed, how the project may be used, and the conditions under which it can proceed.
3. Type of Environment
The type of environment is determined by the sector, industry, and building type involved. Different environments have distinct operational requirements, users, technologies, regulations, performance expectations, and planning criteria.
4. Degree of Complexity
The degree of complexity reflects the number and interrelationship of issues that must be resolved before a project can be defined and authorized. A relatively straightforward assignment may involve defining the requirements for a traditional building project.
5. Degree of Change
The degree of change reflects how significantly the proposed initiative will alter the organization, its operations, its people, or the way environments are planned and used. Some projects primarily accommodate existing operations and established ways of working. Others are catalysts for substantial organizational or operational transformation.
In Summary
These conditions distinguish the type of project involved from a traditional project to a more sophisticated type or complicated project or perhaps a transformational project — each condition requires very different predesign approaches.
1. Scale of the Environment The scale of the environment defines the physical and organizational extent of the assignment. The effort may range from a focused workplace or existing-building study to a building project, relocation, land acquisition, campus, or site master plan. The scale may involve: How people use a particular workplace, facility, or existing building. Renovation, expansion, or replacement of an existing facility. Relocation to a new or leased facility. Planning and programming for a new building. Land acquisition and site evaluation. Campus, precinct, or site master planning. Multiple facilities or geographically distributed environments. As scale increases, the Strategic Predesign Process typically requires broader gathering of information, additional stakeholders, greater coordination, and consideration of longer-term development implications. |
2. Regulatory, Institutional and Public Context The scale of a project will impact the regulatory and institutional considerations including external requirements, constraints, approvals, incentives, and public-policy considerations. These may influence what the owner can do, where development can occur, how much can be developed, how the project may be used, and the conditions under which it can proceed. These considerations should be identified early because they may affect site selection, development capacity, project scope, cost, schedule, risk, and overall feasibility. Moreover, they vary depending on the geographic, regional or global locations under consideration. Regulatory and institutional considerations include: Building and life-safety requirements Zoning and land-use controls standards. Planning and development regulations Private land-use restrictions Environmental requirements Historic and cultural resource requirements Transportation and access requirements Utilities and infrastructure Health, operational, and industry-specific regulations Permitting and entitlement requirements Intergovernmental requirements Governmental incentives and economic-development programs Public financing and funding requirements Institutional requirements Community and public-policy Political and stakeholder considerations Energy Consumption Regulations Green Building Best Practices The significance of these considerations varies considerably by project. The Strategic Predesign Process should therefore identify applicable requirements, constraints, approval authorities, incentives, and potential risks before major commitments are made. Understanding this context early enables the owner to evaluate alternatives more realistically and incorporate regulatory opportunities and constraints into the project strategy rather than addressing them only after design has begun. |
3. Type of Environment Strategic predesign takes place within a wide range of environments, each shaped by different missions, users, operating models, technologies, regulations, risks, and facility requirements. Understanding the environment is important because the questions asked during predesign—and the criteria used to define a successful project—vary considerably from one sector to another. Environments are organized first by broad sector, then by more specific industry type, and finally by the building types commonly associated with that industry. This structure allows members to explore strategic predesign knowledge in a way that reflects the context in which projects are planned, evaluated, and delivered. |
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Sector |
Typical Industry Types |
Representative Building Types |
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1. Corporate & Commercial |
Corporate, Financial Services, Retail, Professional Services, Technology Companies |
Headquarters, Regional Office, Sales Office, Bank Branch, Call Center, Showroom, Service Center |
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2. Education & Research |
K-12 Education, Higher Education, Scientific Research, Agricultural Research, Institutional Research |
Elementary School, High School, Classroom Building, Research Laboratory, Library, Student Center, Field Research Station |
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3. Health & Life Sciences |
Health Care, Life Sciences, Pharmaceutical, Biotechnology, Senior Care |
Hospital, Outpatient Clinic, Medical Office Building, Ambulatory Surgery Center, Research Laboratory, Vivarium, Skilled Nursing Facility |
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4. Government, Justice & Public Safety |
Federal/State/Local Government, Military, Criminal Justice, Corrections, Police, Fire & Emergency Services |
Government Office, Courthouse, Jail, Prison, Police Station, Fire Station, Emergency Operations Center, Barracks |
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5. Transportation & Infrastructure |
Airports, Aviation, Transit, Rail, Public Works, Utilities, Energy |
Passenger Terminal, Concourse, Rail Station, Bus Terminal, Operations Center, Maintenance Facility, Water Treatment Plant, Power Facility |
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6. Industrial, Manufacturing & Logistics |
Manufacturing, Distribution, Warehousing, Food & Beverage, Oil & Gas, Petrochemical |
Manufacturing Plant, Assembly Facility, Warehouse, Distribution Center, Fulfillment Center, Cold Storage, Process Plant, Maintenance Facility |
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7. Community, Culture & Civic Life |
Cultural Institutions, Libraries, Nonprofits, Religious Organizations, Community Services, Sports & Recreation, Entertainment |
Museum, Performing Arts Center, Library, Community Center, Worship Center, Recreation Center, Stadium, Theater |
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8. Residential, Hospitality & Mixed-Use |
Residential Development, Multifamily Housing, Senior Living, Hospitality, Resorts, Mixed-Use Development |
Single-Family Community, Apartment Building, Student Housing, Assisted Living, Hotel, Resort, Conference Center, Mixed-Use Development |
4. Degree of Complexity
The degree of complexity reflects the number and interrelationship of issues that must be resolved before a project can be confidently defined and authorized. A relatively straightforward assignment may involve defining the requirements for a traditional building project.
More complex assignments may require:
Site or campus master planning before proceeding with an initial building phase.
Evaluation of multiple sites, facilities, or development alternatives.
Integration of organizational, operational, technological, real estate, and facility strategies.
Large, phased, or mixed-use developments involving multiple stakeholder groups.
Specialized technical, financial, regulatory, environmental, or operational expertise.
Extensive engagement with users, community groups, public agencies, governing bodies, or other external stakeholders.
Resolution of broader public, political, institutional, or community issues.
As complexity increases, the Strategic Predesign Process should become correspondingly more comprehensive, collaborative, interdisciplinary, and iterative.
5. Degree of Change
The degree of change reflects how significantly the proposed initiative will alter the organization, its operations, its people, or the way environments are planned and used. Some projects primarily accommodate existing operations and established ways of working. Others are catalysts for substantial organizational or operational transformation.
The degree of change may involve:
Minor adjustments to space, capacity, or workplace utilization.
Changes in work processes, service delivery, or organizational structure.
Introduction of new technologies, equipment, or operating systems.
Adoption of new workplace models, hybrid work practices, or shared environments.
Consolidation, decentralization, or relocation of functions and personnel.
Significant changes in staffing, culture, governance, or organizational relationships.
Transformation of the client’s business model, mission, services, or methods of operation.
As the degree of change increases, the Strategic Predesign Process should place greater emphasis on stakeholder engagement, organizational readiness, change management, scenario testing, communication, and alignment between the physical environment and the client’s desired future state.
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