Aprendizaje organizacional

e

Pr

ocess

Inter

operability

Te

chnology

Issue

• Sophisticated object model & server

• Fluent user interfaces & gaming technologies

• Mature new devices

• Develop pay-as-you-use software

• Develop data standards

• Business process established

• Fully understand industry needs • 97% industry using 2D; 30% using 3D • Demonstrate value and need for nD:

use case study exemplars to show benefits

• Greater adoption by industry

• Widespread understanding of nD • New design paradigm

• Partner with ICT industry for integrated solutions • Use in all major government

projects

• Industry champions • Integrate nD within the business

case

• Expand nD modelling network

• Fully nD integrated process • New processes in place

The diagram above mirrors the overall discussions generally in showing that, in order to reach the final nD destination landing place, the road map has to overcome more obstacles that are human and organisational in nature. Barriers of this kind have been cited in all the workshops as most problematic in nature due to the unpredictability of the behaviour of groups and individuals, and the multiple effects that that behaviour can have. Whilst the development and uptake of technology is also unpredictable, the specific issues do not persist in the same way as for the social aspects. More specifically, whilst we now have increasingly more sophisticated ways of remaining in touch as technical barriers continue to be broken down – telephones, fax machines, mobile phones, video-conferencing, wireless laptops, Blackberry multimedia tools – the social problems of their usage in the workplace for collaboration and decision-making remain. This general pattern was found in the nature of the drivers and barriers for nD

implementation that were identified in each country: in Australasia 1 in 4 identified barriers were technical, in Central Europe it was 1 in 7 and in North America it was 2 in 4. Analysing the barrier topics by providing them with weightings based on the number of linkages showed that the most significant topics were social in nature, more specifically ‘lack of understanding and awareness’, ‘incremental industry adoption of new technology’, and ‘unclear benefits/added value’. The inter-connectedness of these barriers with others also means that, not only should they be prioritised, but that resolving these issues will have many knock-on effects to help resolve other barriers. Similarly, all of the identified enablers were social or cultural in nature which emphasises their

importance as a mechanism for bringing about technical as well as cultural change. However, unlike the barriers, there were few relationships between the enablers identified which indicates that the enablers may be more independent of one another and that, therefore, there are likely to be few beneficial knock-on effects associated with facilitating the development of any one driver. The persistence of issues of this type being cited as a barriers and enablers is problematic as there seems to be no improved

understanding as to how they can be resolved. Education/ culture and performance measurement, and business case and process were established at the 1st International nD workshop in early 2003 as being the biggest challenges and 1st priorities respectively (see Lee et al, 2003 for more details) and no examples were given, 18 months later, as to how these previously identified problems were starting to be tackled. As an interesting comparison point, more emphasis was given in the first international workshop in overcoming technical issues such as implementation/integration and data issues.

Despite this though, there are a number of contradictions and these are likely to result in slightly different pathways to, hopefully, the same goal. These contradictions had a more technical bias: whilst one region argued the lack of investment in technology is a problem, another region thought there was too much focus upon technology. Likewise, one group argued for the strong belief in the need for change, another stating that there was a lack of awareness of the importance of this. Whilst it was accepted that the barriers and enablers of nD are global and not regional, there are still important differences in the impacts that regional culture, politics and government can have. In focussing in the 2nd International workshop upon the implementation problems and practical actions for change, it is hoped that the message of the requirement to understand and change the social and cultural

underpinnings before technical implementation is driven home and a significant part of this involves making explicit what it is we need to know, for example establishing good practice exemplars. As the ideas and work related to nD Modelling are developed in different contexts and on different scales, e.g. the nD Modelling components in the INTELCITES pan-European integrated project, it might be that the practical benefits and added value of the concept becomes clear.

7.1.1 nD modelling research

framework

In order to action the nD road map, the nD modelling research framework illustrates key focus areas. The nD modelling prototype so far (see section 2.0) stands as a what-if analysis tool that enables the impact of various design perspectives to be highlighted. However, the road map and the development of the nD prototype identified a number issues that need to be accommodated, such as scalability, different actors/ users etc, and it should truly mimic the design process. Architects unconsciously think about buildings

in several ways while they are designing (adapted from Lawson, 2004):

• A collection of spaces which may be indoors, outdoors or hybrids such as courtyards and atria • A collection of building elements such as walls, windows, doors and roofs

• A collection of systems such as circulation, structure, skin, service • A collection of voids and solids, as from an architectural perspective • A series of layers such as floor levels

When designing, they oscillate without noticing between these descriptions of the building, thus adopting parallel lines of thought. In a similar way, if we are to fully adopt the nD concept we must first understand the human processes of designing so that it can be mimicked in the technology that we develop. We must simultaneously look at (see Figure 23):

•Embrained knowledge:encompassing the viewpoints of different stakeholders/ users of nD such as the client, architect, access auditor etc in terms of both feedforward and feedback of design information. Thus, it is actor configurable

• Process knowledge:so that it can harness and be harnessed within various operating schematics such as the business process, operation process etc. Thus, process configurable

•Encoded knowledge:ensuring the design conforms to the respective design standards. Thus, it is code configurable

•Embodied knowledge: enabling the scalability of use, covering a single building to city and urban use. Thus, is scale configurable

Encultured