Building Evaluation Techniques

2. Building Evaluation Techniques By; Engr, Attaullah Shah BSc Engg ( Gold Medlaist), MSc Engg ( Strs), MBA, MA ( Eco) MSc Envir Design, PGD Computer Sc, PhD Scholar UET Taxila Tel: 051-9250100 E-mail: pdaiou@yahoo.com.

3. Building art is a synthesis of life in materialized form. We should try to bring in under the same hat not a splintered way of thinking, but all in harmony together. Alvar Aalto • When I design buildings, I think of the overall composition, much as the parts of a body would fit together. On top of that, I think about how people will approach the building and experience that space. Tadao Ando • The higher the building the lower the morals. Noel Coward • No architect troubled to design houses that suited people who were to live in them, because that would have meant building a whole range of different houses. It was far cheaper and, above all, timesaving to make them identical. Michael Ende • The building is a national tragedy - a cross between a concrete candy box and a marble sarcophagus in which the art of architecture lies buried. Ada Louise Huxtable • Clearly, if a building is not functionally and technically in order, then it isn't architecture either, it's just a building. Arne Jacobsen

4. Building Evaluation Techniques. What is Building Evaluation: A systematic assessment of building performance relative to defined objectives and requirements. Benefits: Better matching of Demand and Supply Improved Productivity Minimization of occupancy costs. Increased User satisfaction Certainty of decision making. Higher ROI Identification of and solutions to problems in facilities Proactive facility management responsive to building user values. Improved space utilization and feedback on building performance, Improved attitude of building occupants through active involvement in the evaluation process, Understanding of the performance implications of changes dictated by budget cuts, and better-informed design decision-making and understanding of the consequences of design. Roles In Evaluation Process: Managing & Doing

5. Four Possible role based structures: • User Only Evaluation: • User groups Do and Manage • Provider Driven evaluation: • Providers groups Do and Manage. • User Driven Evaluation: • User groups plan and manage the evaluation and employ provider groups as experts to conduct evaluation. • Provider Only Evaluation: • Manage and Done by Providers.

6. Four Basic Phases in the Building Evaluation Process. • Initiate: • Formal request for evaluation.- (Managing and Doing) • Need purpose and motivation for evaluation. (Managing) • Authorization: Statutory approval. ( Managing)

7. Plan. ( Feasibility studies) • Detailed Plan for evaluation. Managing • Key problems and issues are identified Managing • Sources for sharing the knowledge. Managing • Who will take part in the evaluation? Managing and Doing • Scope of inquiry Managing and Doing • Modes and methods of inquiry Managing and Doing • Time and Financial constraints (Managing ). • Identify and organize human and Human Resources Managing and Doing . • Evaluation plan documented and submitted for approval. (Managing)

8. Execute: • Appropriate tool and techniques are selected. • Questionnaire, Surveys, mail letters etc. • New knowledge ( Primary data) • Validity of result findings are tested, Reliable. • Repeated if the final findings not sufficient. • Use: • Results openly discussed with stakeholders. • Implementation plan negotiated and worked out.

9. Building Evaluation Approaches • Narrow and deep focused. • In depth investigation of few topics of special interest. • Example: Relationship between design and Morale of the employees. • More precise and focused data. • More particular problems. • Broad, Shallow or wide ranging evaluation. • Exploratory evaluation. • More qualitative than quantitative. • Group discussion, Panel discussion ect.

10. How to make building more user’s responsive: • Avoid complexity of the building. • Identify major areas of the expected conflicts. • Address the conflicts and facilitate smooth operations. • Focus on the Individual comfort. • Minimize sources of discomfort and possibly eliminate. • Highly responsive complaints addressing system. • Better Feedback system. • Integrate the physical and managerial environment.

11. Physical Building Audit/Building Condition Report/Facility audit. • Why Physical Building Audit: • Systematic gathering of information and subsequent reporting the physical conditions of the building. • Identical building within the same facility may have different economic lives. • Good schedules and preventive maintenance and repairs and replacement of some components may increase its service life. • The ultimate goal of the facility managers is to extend the life of facilities.

12. Basic Stages in the Physical Audit: • Scope of Audit. • Extents and limits of audit. • To make the exercise more focused. • Information Gathering: • Review of the existing published documents. • Physical Inspection of the building. • Interview the facility managers • Select the audit team. • Prepare Time and Cost estimates. • Inform knowledgeable staff to be available. • Reporting: • Standardized Numbering of building elements. • Rating of building from Urgent to Excellent ( 1-9) • Further Investigation ( FI) label. • Create Perpetual Inventory.

13. Further Stages ( If required) • Resolve items marked as FI • Budget and Cost estimates • Assigning priorities to works required. • Value of money and opportunity cost of investment evaluated. • Upgrade and improve the building documentation.

14. Building Evaluation Techniques • Building Quality Assessment ( BQA) • Research based methodology to assess the building quality. • Scoring of building performance in relation to user requirements. • Relative than absolute • Common requirements to both are considered. • Focused mainly on occupants requirements. • Scores under different heads are added and buildings are ranked. • Decide first about the requirements and then evaluate

15. Case Study: To determine property specific qualities such as age, services provision, configuration, appearance etc. on their effects on the perception of quality in office buildings at Sydney. • Four groups of respondents in Sydney were surveyed namely owners, designers, property managers and office users in general. • Conclusions • Preference on the efficiency of the work space and comfort level of occupants. • More emphasis and resources are needed in raising the standards and performance of functionality and services aspects of the building. • Owners and designers should try to understand more about what their customers (ie. the office users) want and try to fulfill them without compromise to objectives of their own. • The data on preference is useful in future research on building quality assessment, office design, post-occupancy evaluation and in building management.

16. Ref: Preferences on Office Quality Attributes by Daniel C. International Real Estate Conference, 26-31 January, 1999 Kuala Lumpur, Malaysia

21. Real Estate Norms ( REN) • Used for location of the building • Developed in Holland to bridge communication between office building users and professional providers. • Salient features include: • Defining user requirements • Accommodation check • Investment portfolio analysis • Negotiation • Communication aid • Two heads and Five Sub headings • Location • Surrounding and Site • Building • General • Working area • Facilities.

28. Serviceability Tools and Methods ( STM) • Quality of building to perform certain desired level of performance and facilities. • Bridge the facility program in user language and specification in performance language. • Include occupants requirements and supply-Serviceability) sides.

29. Factors of affecting selection of Evaluation Techniques • Customer Orientation: • STM & REN to communicate between users and providers. • BQA is tool for facility providers and owners for comparison. • REN and STM can be operated by non experts. • BQA requires certain desired level of knowledge and skills.

30. Scope and Content. • STM and REN focuses on present needs. • BQA also caters for futures needs • Scope of these methods change with potentials uses. • STM compares demand and supply • BQA provides professional views of what occupants need. • All methods exclude the cost estimates. • Methods of Measurement: • REN is rough and gives a picture of the building. • BQA and STM are more detailed. • Scoring approaches of three methods differ. • BQA aggregates the score of various aspects into a single of score. • STM and REN avoids single score approach and develops complete picture of the building. • BQA is more experts based method.

31. User participation process in Building Evaluation. • Potential uses of generic process. • Fixing: Focus study • Selecting: From range of accommodation and facilities. • Programming: For designing and briefing on new and refurbishing of building • Developing Knowledge: For corporate knowledge database.

32. Stages in Generic Evaluation Process • Introductory meeting: • Touring Interview • Review Meeting

33. Case Study: Construction of Academic Complex At AIOU Lahore Campus. • Pre-Qualification of Consultants: 15.07.07 • Meeting with the Users about their requirements. 01.08.2007 • Invitation of bids from the consultants based on the user requirements. 05.08.2007 • Award of Work based on technical and financial proposal: 30.08.2007 • Award of Work: 05.08.2007 • First proposal developed 25.08.2007 • Discussion on proposal and User comments: 05.09.2007 • Communication to designer: 10.09.2007 • Revised plan and design: 25.09.2007 • Review meeting on the plan with User: 05.10.2007 • Finalizing design: 15.10.2007. • Invitation of Tenders: 05.11.2007 ………

35. User Designers and Managers

38. Missed communication As the Manager Requested it. As Purchasing ordered it. As Marketing wrote it up. As the Supervisor implemented it. As the Art Dept. designed it. What the Employee really wanted!