FOUR STEP PLANNING PROCEDURE
Much collaboration on projects occurs within collaborative meetings and interactions. This Guide defines a four step procedure to plan the goals, use cases, infrastructures, and execution strategies to support the collaborative meetings. This procedure include 1) the identification of collaborative meeting goals; 2) the identification of the interactive workspace use cases; 3) the definition of supporting infrastructure for IW; and 4) the development of execution strategy. This section describes each step in the procedure.
A template has been developed to assist with the creation of an interactive workspace plan for a project. You can download this template by clicking the button below. The sections of the template are aligned with the steps described in the following sections. It is recommended to read the following section before or while filling out the template.
DEFINE COLLABORATIVE WORKSHOP GOALS
Clearly laying out the goals of the workshop orients the workshop preparation process. Based on pull planning principle, the IW planning team should starts from the key project milestones. These milestone goals should be specific and measurable and can relate to project schedule duration, cost, quality, etc. This outline should illustrate where interdisciplinary team effort will be necessary, thus guiding the development of workshops.
The workshops or work sessions can then be laid out with the overarching goal of pushing the project towards the milestone deliverables. When each workshop or work session is identified, the IW planning team needs to document the objectives and expected outcome of each workshop.
IDENTIFY USE CASES FOR WORKSHOP
Workshops bring the design and construction personnel together for collaborative purposes. A workshop could have a single focused purpose, or could have several objectives that require different kinds of support from the infrastructure of an IW. Use cases should be defined to illustrate which team-based activity will occur and what IW capabilities will be necessary during the scheduled workshop. To help facilitate the IW Use Case selection process, a list of potential use cases that relate specifically to design, review and training has been developed. These are featured under the Use Cases page of the guide. How the specific use cases need to be supported is further planned in the next step.
DEFINE SUPPORTING INFRASTRUCTURE
Defining supporting infrastructure means to make plans for the technical aspect of the IW. Each use case identified in previous step is best supported by a certain set of IW capabilities. The IW planning team needs to compile a list of IW capabilities based on the uses cases of workshop. An IW capability can be realized through different technology solutions, which could result in difference in the capacity and cost of the IW. Therefore the IW planning team needs to pick the most effective technology combination to make sure the capabilities can be realized. A decision then needs to be made on what IW facility best fits the purpose of the workshop or whether the team needs to build their own IW.
DEVELOP EXECUTION STRATEGY
After defining what to do, i.e. goals, use case, and supporting technology, the IW planning team needs to develop a strategy for conducting the workshops in the interactive workspace. The IW planning team needs to develop a logistic plan for each workshop. The plan needs to settle on a date and time when it is possible to have a local, interdisciplinary meeting in the workspace. Team members from various disciplines who are necessary to facilitate the desired use case need to be identified. Agenda needs to be created. The IW planning team also needs to make sure all required information content is ready by the time of the workshop. It is also recommended to reflect on the previous three steps and think about if any new use case is beneficial and if so the corresponding supporting components. Here is a logistic planning template for the project team to plan out each workshop.
The execution strategy should be communicated to all team members before executing the workshop. Documentation of the execution strategy and the workshop itself can be reused for future workshops.