"Managing Large Projects - 16 Hard-to-Make Decisions"
What can an organization do to improve the management of a research facility project? Where is the most logical starting point for design? How can the planning team hone in on the fault lines most apt to generate delays, extra work, and cost overruns? Twenty years of practice designing large institutional buildings - from Rutgers' Center for Advanced Biotechnology and Medicine in 1984 to Harvard University's upcoming Physical Science Research Lab - have given Boston-based William Wilson Associated Architects plenty of time to recognize the classic trouble spots on such projects. A close look at these real-life experiences produces a treasure-trove of lessons learned.

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