Scenario: 1

Scenario: 1
• Construction site located on a riverfront where a heritage hotel and a
convent is present.
• City council is interested in developing a culture center (NMTB)
including museum, theatre and public facility under their authority.
• Refurbishment of former hotel(19th century) in the luxury apartments
and convent(16th century) into an administration office.
• Request for funding initiated in 2004 and followed by inviting tender in
2007/8 by competition.
• Award was given to winner but work was delayed due to accusation of
second excluded contestant.
 Complications:
• Over 150 change orders were submitted. ( additional floor, new
regulations, additional construction for disabled people)
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• Cost overrun of 8 million CHS on council and 20 million CHS on
contractor
• The former hotel, which was supposed to be the part of the city center
was auctioned for converting into luxury apartments to private
developers.
• As a leading architect and council PM Mr. Archie had to coordinate with
other building sites and institutional bodies.
• He calls for a multi contract tendering for all services to be assigned
and coordinating between them.
Challenges for Cultural Center:
•Financial scale for small city
•Co-ordination between public and private stakeholders
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•Interaction of multiple building sites.
•Different organizational forms.
•Overlapping coordination tasks.
•Different stakeholders working together on a complex and unfamiliar
objective.
•Constant change in scope.
•New forms of management and coordination
•Contract with general contractor
•Merger of the museums of the region and the city to attract
regional scale public investment.
The ever changing destiny of
the former convent: 1
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•Bohemian hostel for artist.

• Offices for local culture managers

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• And so on…
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The ever changing destiny of
the former convent:
• In past:
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• Former cultural manager had sketched a plan to create a space to
host artist and actors.
• Purpose:
• Logistic Purpose, to attract famous artists to town.
• To have town council’s own Art Factory or production- oriented
laboratory.
• ON 16th sept. 2008:
• The council approved the construction, deducting the part relative
to furniture of the room.
Plan in 2007:
The ever changing destiny of
the former convent (cont..):
• For Mr. Archie:
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• He never understood if they wanted to do the hostel (for artists)
with bedrooms or the offices. (as credit was approved without the
sum of furniture)
• March 2009:
• Predecessor of Mr. Culty had a different view.
• Part of convent is allotted to the admin offices of the culture
center.
• Last floor with a series of bedrooms can be assigned to resident
artists.
Plan in 2010:
The ever changing destiny of the
former convent (cont..):
September 2011
GM (NMTB) & other dept formulated new plan with open office design, but was
later rejected by Politician.

November 2011
In meeting without GM (NMTB)
One Floor to Cultural Department & other to NMTB Unit.
Every floor have 3 single offices (10 Sqm) & meeting room (12 people)

Early 2012
Mr. Culty was hired as a Cultural Department Director, Latest Plan was finalized.
Conclusion to Meeting
April 2012
In this meeting with Mr. Culty, Mr. Archie realized that
• Mr. Culty again wants to change the latest plan
• Convent Building is not near to completion as the decisions are frequently
changing.