|
By Juniper Russell A.I.A.
The planning process begins when an organization goes out into the community looking for space to occupy or land on which to build. Typical criteria include location, image, access, timing, and budget.
Before beginning space planning, the architect must have a description of the problem, typically known as a "program". The program contains a listing of work groups and individuals, their spatial and special service needs, critical adjacencies and relationships, and any other information the client chooses to share.
Programming
Sometimes a program is handed to the architect. On other occasions the program evolves with varying degrees of formality. A critical piece of information for the architect concerns the nature of the organization that the program describes. The organization could be brand new, planned for employees that have not been hired. The organization could serve a new industry without precedents. The organization could be an amalgamation of several existing organizations under new leadership. To design space for an existing established organization that is relocating, while not the most exciting task, is the easiest.
Information given by the client cannot be taken completely at face value. Questionnaires filled out by department heads can be misleading. Taking a look at the client's premises is invaluable. People usually do not remember just how much they tend to accumulate in their area or department. When doing an inventory of the existing premises, all sorts of things turn up, including equipment requiring special power or cooling. Speaking discretely to staff members, and watching how people use their existing facilities is very helpful. If a site visit to the existing premises is not possible, the designer will assume the client has the typical complement of filing cabinets, furnishings and equipment for a given operation.
Organizational Structure
If the organization is new, the design of the organization will progress concurrently with the architectural design and the construction process. This makes for an interesting symbiotic relationship between the two concurrent design activities: organizational design and space design. Space planning activities will have a feedback relationship with the organizational design. Although change is the bane of the construction process, with a large new organization, evolution of the organizational design (i.e., changes) is inevitable and of obvious long-range benefit to the owner.
Tight or Loose Fit
A serious consideration is whether the program requirements are a tight or loose fit to the space. Tight and loose design problems have an entirely different feel during the design process. For any given space, the designer hopes to find the comfortable efficient layout unique to the space and the program. Some owners face a real temptation to cram too much into the space available. This limits flexibility for organizational change, is never wise in the long run, and can lead to unavoidable costly changes during construction. A realistic understanding of the space needs is best for all participants in the project. The newer the organization, and the larger the size, the greater the need for flexibility.
Changing Needs
There is also a danger in designing spaces that too specifically fit the tenant's present needs. Needs always change. Management turns over. People buy new equipment and furnishings. There are always new ways of doing a given job. A broad understanding of the way people accommodate themselves to space is helpful. For example, in large office suites, conference rooms are always needed for people to meet. There is usually a greeter or a receptionist. There are public and private spaces. In manufacturing facilities there are storage areas and loading docks.
The designer must apply his or her instincts and experience to satisfy the problem as stated by the client as well as the implicit unstated problem. Most planning activities involve common sense and taking the time to understand the requirements.
Copyright Juniper Russell
|
|
