| authors |
Tuzmen, Ayca |
| year |
2000 |
| title |
Collaborative Building Design |
| doi |
https://doi.org/10.52842/conf.ecaade.2000.093
|
| source |
Promise and Reality: State of the Art versus State of Practice in Computing for the Design and Planning Process [18th eCAADe Conference Proceedings / ISBN 0-9523687-6-5] Weimar (Germany) 22-24 June 2000, pp. 93-99 |
| summary |
Studies on team performance have observed that some teams at the same stage in their development perform better than other teams, even of the same composition. Why is this? One of the main reasons is found to be a good team process. Researchers argue that collaborative process is an ideal case through which parties who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible. Much attention is now being paid to improvement of the design team process by establishing a collaborative environment in building design practice. Many scholars have prescribed various techniques and technology as ways of achieving collaboration in building design practice. A combination of these prescriptions does support design teams by facilitating one or more of the following: (a) team internal communication, (b) team external communication, (c) information sharing, and (d) decision making. Only recently have there been studies that have provided the strategies for integrating these techniques and technology for the establishment of a collaborative work environment. Researchers from various areas of research have this intention. This includes studies in Business Process Management (BPM), Business Process Re-Engineering (BPR), Total Quality Management (TQM), Project Management (PM), Workflow Management (WfM). All of these studies share one common feature. They all contribute to the study of the management of the team process. Despite the power of the concept and the history of successful application of process management techniques in building practice, the process management strategies are not a panacea. Rather it is a tool which, when properly used under appropriate circumstances, can aid design teams in the achievement of a collaborative design environment. The successful implementation or enactment of process management strategies in building design practice requires a mediator, a facilitator, or a project manager with a variety of managerial skills. However, it is not only enough to support major facilitators in the implementation or in the enactment of a design process that is planned for that teamwork. The performance of a design process should not only be depended on the skills or capabilities of tools that managers use to enact design processes. In order to achieve a collaborative design environment, members of the design team should also be given the support for monitoring and implementing of a collaborative design process. Team members should also have the ability to define, implement and track their personal subprocesses. Team members should also be able to monitor the process and be able to resolve the conflicts between their actions and other members' actions. A distributed process management environment is required in order to facilitate the management and control of the enactment of a collaborative design process. Such an environment should enable the control and monitoring of the enactment of a process and the resources required for its enactment. This paper presents the conceptual model of a process management environment that is developed in order to establish such a process management environment. It also discusses the findings of a study that is conducted for the validation and verification of this conceptual model. |
| keywords |
Collaborative Design, Process Management, Workflow Management |
| series |
eCAADe |
| type |
normal paper |
| email |
|
| more |
http://www.uni-weimar.de/ecaade/ |
| full text |
 file.pdf (90,742 bytes) |
| references |
Content-type: text/plain
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| last changed |
2022/06/07 07:58 |
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