EXECUTIVE SUMMARY The purpose of this case study is to examine 1) the advantages and the disadvantages of the direct operation model that has no executive architect, 2) how the architect redefined the contractual model so that he could take back some of the responsibilities of earlier architects, and 3) what different roles an architect who was an original member of the Louvre project plays as an executive architect for another signature museum project at the Museum of Modern Art in New York (MoMA). Project definition owner: Musée du Louvre (national project) building use: museum building type: new construction and renovation site area: 9 hectares floor area: 61,990 square meters (phase I), 55,000 square-meter demolition and 50,000 square-meter new construction (phase II) gallery space: 60,000 square meters (645,000 square feet) project cost: FF6,900,000,000 (approximately US$1 billion) architect: I. M. Pei and Partners, Paris (now Pei Cobb Freed Partners) associate architect: Michel Macary, Georges Duval project delivery method: design-bid-build (multiple packages) design period: 1983 – 1988 (phase I), 1988 – 1993 (phase II) construction period: 1984 – 1989 (phase I), 1989 – 1993 (phase II) The Grand Louvre project represents over fifteen years of work from 1981 to 1998. Its ambition is at once museological, architectural, and urban, since it involves enlarging and modernizing the Louvre, setting off the palace to its advantage, and opening up the whole complex to the city. A public authority, Etablissement Public du Grand Louvre (hereafter EPGL), was created in 1983 to be in charge of the project as a whole. EPGL oversaw all the work right up to its completion in 1998. The architect had to face some key issues: • handling a public project, • working in a different cultural environment, • managing the different interests of the owner/user groups and the bureaucracy, • coping with a high degree of uncertainty and complexity, • coordinating the overlapping tenders and works. In September 1981, the President of the Republic of France, Franois Mitterrand, made a decision to devote all of the Louvre Palace to housing the museum. Despite its reputation, the Louvre was suffering from disorganized galleries and lack of space at that time, and there was a strong needs to open the museum more to the public. EPGL was in charge of gathering information for the programming and the architect selection, which was originally designated to proceed as an international competition. Although I.M. Pei, one of the potential candidates, refused to participate in the competition, the impact of his achievements in museum design let the President go outside of the competition process to select him. Pei decided to establish his office in Paris to directly operate the project in association with a local designer, instead of working from his home office in New York and having a local executive architectural firm, and the owner reformed the conventional contractual model so that Pei could get involved in the construction documents and supervision processes. This case study will examine the advantages of the direct operation model by comparing it with the conventional design architect-executive architect model. In the current design context, architectural projects have been fragmented and more parties have become involved than before. Even the design work is divided into two phases: design development and production of construction documents, which is more apparent in this multinational project. Pei’s achievement, though it was more than a decade ago, teaches us how the architect challenged convention and the bureaucracy to take back the responsibility that had previously belonged to the architect. In addition, the owner’s initiative in setting up a public authority, such as EPGL, providing a means whereby the overall tasks could be well defined, is highlighted as a facilitator of the project. Finally, the creation process of the notable pyramid is used to explicate the collaboration between the architect and the contractor, with an episode of a strategic move by the architect. This case study suggests that, if the situation permits, it may be desirable for an architect to directly operate a project in proximity to the venue and to the owner so that he/she can control the documents and hence control the process without leaving them to a middle person, a local representative, or a contractor. It is sometimes necessary to alter the conventional working framework. The owner’s streamlined accountability here represented by EPGL, facilitates project delivery. Especially when working in an unfamiliar context, having a direct relationship with key participants (EPGL and the curators in this case) is the key to a successful project. The architect is expected to have certain design attitudes, such as obstinacy, determination, rigor, and attentiveness, along with design skills, to control the complex situation. 原文见 http://isites.harvard.edu/fs/docs/icb.topic30775.files/3-5_Louvre.pdf
Dear media representatives, Welcome to the first ever Winter Youth Olympic Games! From 13 to 22 January 2012, Innsbruck, Seefeld and Kühtai will stage a unique, ten-day festival of sport and culture for young people from around the world. Since 2007, when Innsbruck was chosen as the Host City for the 1st Winter Youth Olympic Games, the Organising Committee has been working tirelessly in order to create an unforgettable event in Tyrol, the heart of the Alps. True to our motto ‘Be part of it!’ the team is especially committed to ensuring that Innsbruck 2012 will be a unique experience for you, the representatives of the media. With great attention to detail and in due consideration of your particular needs, the organisers are making all necessary preparations to provide you with ideal working conditions during Games-time. Our common objective is to create an environment which will enable you to convey the passion and the emotions of the sports competitions to your readers and viewers in such a way that they can experience from their homes the atmosphere in the finishing zone of the Patscherkofel ski run, in the tiers of Olympia world Innsbruck or in the diverse activities of the Culture Education Programme. On behalf of the Innsbruck 2012 team, I would like to thank you for your strong commitment to making the unique spirit of these 1st Winter Youth Olympic Games in Innsbruck, Seefeld and Kühtai accessible to a worldwide audience. Kind regards, Peter Bayer Chief Executive Officer Innsbruck Youth Olympic Games Organising Committee 原文见 http://www.innsbruck2012.com/uploads/cd_page_element/1207997961/037_17_Media_Guide_EN_A5_RZ.pdf
标签: Executive
