Specifications For A Social And Technical Environment For Improving Design Process Communication
advertisement
CIFE Center for Integrated Facility Engineering Specifications For A Social And Technical Environment For Improving Design Process Communication CIB W078 26th International Conference, Managing IT in Construction October 2, 2009 Istanbul, Turkey Reid Senescu John Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Information processing view of design process g How to impact efficiency and effectiveness? PERSON receives input performs ACTION to create INFORMATION Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Case reveals struggle to COLLABORATE g Coordination difficult w/ information inconsistency Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Case reveals struggle to SHARE processes Unable to find better sustainability processes Actual Process Successful Process Existed Create Revit Structure Model Ask Forum, Colleagues, and Search Internet Export Model w/ LCA tags to IFC 2x3 Unable to perform model based LCA Embodied Energy Create Revit Structure Models ? ? Steel Concrete Senescu and Haymaker Reid Senescu and John Haymaker Analyze Model w/ LCA tags Embodied Energy g Steel Concrete Copyright 2009 Improving Design Process Communication Case reveals struggle to UNDERSTAND processes g No investment in improving daylighting process Export from Revit Architecture Model Time Per Design Task – Options Considered : 2-3 Louver Configurations – Total Design Time Per Option: 30 hours – Non-Value Added Time Per Option: 12 hours Use Radiance To Create Daylight Video Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Impact efficiency and effectiveness g COLLABORATE for consistency & see multi-disciplinary impacts within projects g SHARE processes that already exist between projects g UNDERSTAND inefficient processes in order to invest in improvement across firm/industry g All require comprehension of existing processes! and Haymaker Reid Senescu Senescu and John Haymaker Copyright Copyright 2009 2009 Improving Design Process Communication Design theory gap in how to capture processes Project Information Management Current Design Practice Senescu and Haymaker Reid Senescu and John Haymaker knowing how designers carry out designs provides “designers with valuable insights…” yet few researchers have attempted to capture "know-how knowledge,” such as design procedures (Ishino & Jin 2006) More Effective & Efficient Design Practice Copyright 2009 Improving Design Process Communication Three challenges in capturing processes Social Technical Representational Project Design Theory Information Management Current Design Practice Senescu and Haymaker Reid Senescu and John Haymaker More Effective & Efficient Design Practice Copyright 2009 Improving Design Process Communication Look to three research fields to fill gap Social Technical Representational Project Design Theory Information Management Current Design Practice Org. Science Senescu and Haymaker Reid Senescu and John Haymaker HCI Process Modeling More Effective & Efficient Design Practice Copyright 2009 Improving Design Process Communication BIG IDEA g Fill gap with Design Process Communication Methodology Social Project Design Theory Information Management Technical Representational Design Process Communication Methodology Current Design Practice Org. Science Senescu and Haymaker Reid Senescu and John Haymaker HCI Process Modeling More Effective & Efficient Design Practice Copyright 2009 Improving Design Process Communication BIG IDEA Challenges to Process Capturing Social Project Design Theory Information Management Technical Representational Design Process Communication Methodology Current Design Practice Org. Process HCI Science Modeling Bridge to fill Project Information Management gap Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Validate Methodology with PIP web tool http://processes.stanford.edu (Senescu & Haymaker 2008) Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Organizational Science g How to overcome social challenges? Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Institution: permitting coordination without standardization g Standardization permits coordination when a situation is “stable, repetitive and few enough to permit matching of situations with…rules” (Thompson 1967) Standardization and coordination easy if all processes are the same… g …but difficult if every process is different Must embed process tracking in design process Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Peer Production Model for institution forming g For institutions to exist, “there must be a continuing social situation [where] habitualized actions of two or more individuals interlock” (Berger & Luckmann 1967) Institutions form naturally when processes are simple g If People know other peoples processes institution can also form Make social community around process Senescu and Haymaker Reid Senescu and John Haymaker (Benkler 2002) Copyright 2009 Improving Design Process Communication Knowledge management emergence g “Project memory system” acts as “an evolutionary stepping stone to organizational memory” (Conklin 1996) Throw knowledge learned from daily activities over the wall to formal KM g Knowledge generated by tracking information exchanges Process knowledge sharing without managing Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Human Computer Interaction g How to overcome technical challenges? Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Cognitive Science explains how humans find information g “the form of representation makes a dramatic difference in the ease of the task…” (Norman 1993) Loads Steel Analysis Architectural Programming Architecture Revit Model Architectural Programming Architecture Revit Model Steel Revit Model g Steel Revit Model Loads onto Foundation Concrete Foundation Structural engineer’s process view Architecture Renderings Material Schedules Architect’s process view Personalize information representation to tasks Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Design within human cognition limits g g “It is hard to solve any very complicated problem without giving essentially full attention, at different times, to different (Minsky 1986) sub-problems” Represent processes at different scales Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Information Visualization: shaping environments for people g Controlled processing, like reading, is “serial, low capacity, slow…conscious.” Automatic processing is “…parallel…has high capacity, is fast ... Unconscious. (Card et al. 1999) g Use images to increase usability. Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Process Modeling g How to represent processes? Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Need for better representing process g Processes can be represented by conversion, flow, and value generation. “Transparency of these views will result in design success from the perspective of that view.” (Ballard & Koskela 1998) Tool – conversion Information File – flow MACDADI Analysis – value (Haymaker 2006) g Make tool, information, and value transparent Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Process models used for coordination g “Engineers routinely [iterate]…without integrating their work with other engineers….” so they “must become aware of modifications to source views.” (Haymaker 2004) Green – up to date Yellow – being worked on Red – may need updating g Embed process documentation (with iteration and status) in design process, so process model changes as information changes Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Process important part of Integrated Practice g The perfect vision of Integrated Practice includes “a world where all communication throughout the process are clear, concise, open, transparent, and trusting: where designers have full understanding of the ramifications of their decisions” (Strong 2006) + g Distribute process, not just product model to design team Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Design Process Communication Methodology Characteristic Specifications Permit designers to add automation scripts to convert information from Computable Distributed Embedded Modular Personalized Scalable Shared Social Transparent Usable Reference Haymaker 2006 one form to another. Allow simple computing of information representing a high level of detail. Minsky 1986 Store all project information on a network. Benkler 2002 Allow users to find process modules from previous projects. Berger 1967 Open process to project team, not just product. Strong 2006 Information relationships must emerge from designer activities. Track information exchange during the design process. Thompson 1967 Grant 1996 Keep lessons learned about the design process close to the representation of the information. Represent iterations in dependency arrows. Alert designers when iterations are performed with status flags. Link between process nodes and actual information files or data. Minsky 1986 Haymaker 2004 Haymaker 2004 Lee 2007 Break processes into segments of information exchanges. Allow knowledge to be added with minimal transaction cost. Hargadon 2006 Benkler 2002 Automate information exchange at a small, modular level. Minsky 1986 Organize information differently for different people. Associate people with information exchanges. Davis 1977 Hansen 2005 Represent information differently according to the task being performed. Norman 1993 Aid the designer in depicting patterns in design processes. Winograd 1987 Encourage users to reduce the number of nodes per frame by prompting Card 1999 auto-grouping of nodes to generate sub-processes. Represent information dependencies at different levels of detail. Minsky 1986 Represent information throughout time with different levels of certainty. Minsky 1986 Allow searching of processes via paths of information exchanges. Minsky 1986 Allow searching across projects. Show search results as information dependency graphs with images and project descriptions. Track the most useful processes and prioritize these processes in search results. Prioritize search results according to metrics indicating best practice. Minsky 1986 Pirolli 2007 Pirolli 2007 Wix 2007 Form communities around design processes. Berger 1967 Allow communication threads to point to specific locations in the graphs. Heer 2007 Represent design processes through information exchanges between designers. Jin 1996 Provide metrics around processes that indicate credibility. Contextualize processes with project information. Inform designers about the typical processes followed by other designers. Organize information according a graphical web of information dependency rather than a hierarchy where information can only lie in one location. Alert designers when information that they used changes. Make the actual data schema transparent Show designers how much information is dependent on their decisions. Provide metrics that allow processes to be compared. Benkler 2002 Benkler 2002 Berger 1967 Davis 1977 Davis 1977 Minsky 1986 Strong 2006 Eastman 2007 Include preview images with files. Card 1999 Show the relationship in terms of space, not just topology. Nickerson 2008 Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Design Process Communication Methodology Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Use PIP to measure impact on efficiency & effectiveness http://processes.stanford.edu (Senescu & Haymaker 2008) Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Preliminary results from student design charette (Clayton 1998) g 40 STUDENTS on 6 design TEAMS representing 7 designer ROLES: Architect Lighting Consultant Mechanical Engineer Structural Engineer Sustainability Consultant Acoustic Consultant Cost Estimator g g Each discipline had 1+ mock SIMULATION TOOL (Excel Spreadsheet). Via PIP, tested impact of representing INFORMATION DEPENDENCY – 3 Control Groups (not able to draw arrows) – 3 Experimental Groups (able to draw arrows) Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Expected impact on industry g Lay the foundation for continuous improvements in design process efficiency and effectiveness g Improving multi-disciplinary design optimization g Essential to the sustainability of the built environment. Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Acknowledgements Forest Flager, Ben Welle, Caroline Clevenger, Victor Gane Terry Winograd, Vladlen Koltun, Jeff Heer, Nuwan Senaratna, Nam Wook Kim Guillermo Aranda-Mena, Ron Wakefield eymiha David Anderson Sir Ove Arup founded his practice in London in 1946 based on a belief in ‘total design’ — the integration of the design process and the interdependence of all the professions involved, the creative nature of engineering, the value of innovation and the social purpose of design. Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication g Questions Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009 Improving Design Process Communication Reference List g g g g g g g g g g g g g g g g g g Ballard, G. & Koskela, L. 1998. On the agenda of design management research. International Group for Lean Construction Baumer, E. & Tomlinson, B. 2006. Institutionalization through reciprocal habitualization and typification. Lecture Notes in Computer Science 3825: 122. Benkler, Y. 2002. Coase's penguin, or, linux and the nature of the firm. Yale Law Journal 112(3): 367-445. Berger, P.L. & Luckmann, T. 1967. The social construction of reality. New York: Doubleday. Card, S.K., MacKinlay, J.D. & Shnieiderman, B. 1999. Readings in information visualization: Using vision to think. San Francisco, CA: Morgan Kaufmann. Conklin, J. 1996. Designing organizational memory: Preserving intellectual assets in a knowledge economy. Glebe Creek, MD: CogNexus Institute. http://cognexus.org/dom.pdf. Hargadon, A.B. & Bechky, B.A. 2006. When collections of creatives become creative collectives: A field study of problem solving at work. Organization Science 17(4): 484. Haymaker, J., Fischer, M., Kunz, J. & Suter, B. 2004. Engineering test cases to motivate the formalization of an aec project model as a directed acyclic graph of views and dependencies. ITCon Journal: 419-441. Haymaker, J. 2006. Communicating, integrating and improving multidisciplinary design narratives. Second International Conference on Design Computing and Cognition. Technical University of Eindhoven, The Netherlands. 635-653. Minsky, M. 1986. The society of mind. New York, NY: Simon & Schuster, Inc. Nickerson, J.V., Corter, J.E., Tversky, B., Zahner, D. & Rho, Y.J. 2008. Diagrams as tools in the design of information systems. Design Computing and Cognition. Atlanta, GA Norman, D. 1993. The power of representation. Things that make us smart: 43-76. Pirolli, P. 2007. Information foraging theory: Adaptive interaction with information. Oxford University Press. Senescu, R. & Haymaker, J. 2008. Requirements for a process integration platform, Social Intelligence Design. San Juan, Puerto Rico. Simon, H.A. 1969. The sciences of the artificial. MIT Press. Simon, H.A. 1981. Cognitive science: The newest science of the artificial. Cognitive science 4(1): 33-46. Strong, N. 2006. Report on Integrated Practice. American Institute of Architects. Thompson, J.D. 1967. Organizations in action; social science bases of administrative theory. New York: McGraw-Hill. Senescu and Haymaker Reid Senescu and John Haymaker Copyright 2009
