This particular case study is an investigation of complex issues that both young designers as well as experienced professionals will face at some point throughout their career. The intention is to identify that premise and allow the designer to gain an understanding of the strategies used to navigate the issue throughout the lifetime of a project.
Designing buildings can be an extremely daunting and difficult task. Almost all buildings are unique in scale, aesthetics, and structure among many other tasks. When designing a building, change is one of the main concerns we all face as architects. A building must respond to changes on a variety of levels. Some of the major components architects must deal with when designing a building are: Connecting with the immediate urban context, reflecting upon new and old site conditions, dealing with infrastructure, and changing traffic patterns.
From the out-set, the architects role of designer and team manager looked to be a frustrating exercise at 33 Arch St, at best. But particular practices emerged that make the project smoother, often for everyone involved. From this project, we can learn from how the architects leveraged their unique role, and what can be learned from strategies of other team-members.
In 2003, hundreds of buildings were constructed in Boston. Of these, a handful stand out as remarkable. Only one, however, achieved a LEED platinum rating. While the sustainability of the Genzyme Corporate Headquarters has been emphasized in numerous published reports, this often distracts from other notable aspects of the building. this case study examines the adjustments made to the conventional development process that resulted in the Genzyme Center and the ways new buildings might derive their own definitions of success from that result.
A comparative Study of Contemporary Chinese and Western Models for Architecture, Urban Design, and Development.