Lecture 3 - Research & Design Process - Commercial-Institutional Interiors VDIS10009

1.
BY
RAMONA
SOLOMON
Lecture
3
Research
&
Design
Process
(Programming
Phase)

2.
Interior
Design
Programming
is
the
research
and
decision-­‐making
process
that
idenCfies
the
scope
of
work
to
be
designed.

3.
THE
DESIGN
PROCESS

4.
The
interior
design
process
follows
a
systemaCc
and
coordinated
methodology,
starCng
with
research,
analysis
and
integraCon
of
knowledge
into
the
creaCve
process,
whereby
the
needs
and
resources
of
the
client
are
saCsfied
to
produce
an
interior
space
that
fulfills
the
project
goals.
• Research
and
analysis
of
the
client’s
goals
and
requirements;
and
development
of
documents,
drawings
and
diagrams
that
outline
those
needs
• FormulaCon
of
preliminary
space
plans
and
two
and
three
dimensional
design
concept
studies
and
sketches
that
integrate
the
client’s
program
needs
and
are
based
on
knowledge
of
the
principles
of
interior
design
and
theories
of
human
behavior
• ConfirmaCon
that
preliminary
space
plans
and
design
concepts
are
safe,
funcConal,
aestheCcally
appropriate,
and
meet
all
public
health,
safety
and
welfare
requirements,
including
code,
accessibility,
environmental,
and
sustainability
guidelines

5.
Programming
The
Designer
collects
and
analyses
the
informaCon!
The
Designer
usually
meets
face-­‐to-­‐face
with
the
Client
to
find
out
how
the
space
will
be
used
and
to
get
an
idea
of
the
Client's
preferences
and
budget.
The
Designer
also
will
visit
the
space
to
take
inventory
of
exisCng
furniture
and
equipment
and
idenCfy
posiCve
aZributes
of
the
space
and
potenCal
problems.
For
example,
the
Designer
might
inquire
about
a
store
or
restaurant's
target
customer
to
create
an
appropriate
space.
A[er
collecCng
required
informaCon,
the
Designer
formulates
a
design
plan
and
esCmates
costs.

6.
Programming
Programming
means
the
scope
of
work
which
includes,
but
is
not
limited
to:
• ConducCng
research
• IdenCfying
and
analyzing
the
needs
and
goals
of
the
client
and/or
occupant(s)
of
the
space
• EvaluaCng
exisCng
documentaCon
and
condiCons
• Assessing
project
resources
and
limitaCons
• IdenCfying
life,
safety
and
code
requirements
• Developing
project
schedules
and
budgets
It
is
essenCal
to
do
a
thorough
Programming
before
proceeding
with
Conceptual
Design.

8.
A
Six-­‐Step
Process

9.
Research
the
Project
Type
The
designer
should
become
familiar
with
some
of
the
following
relevant
informaCon:
• The
types
of
spaces
frequently
included
in
the
building
• The
space
criteria
(number
of
square
feet
per
person
or
unit)
for
those
spaces,
• Typical
relaConships
of
spaces
for
these
funcCons,
• Typical
site
requirements
for
the
project
type,
• Regional
issues
that
might
alter
the
accuracy
of
the
data
above
in
the
case
of
this
project,
and
• Technical,
mechanical,
electrical,
security,
or
other
issues
unique
to
the
project
type.
This
informaCon
can
be
obtained
from
literature
on
the
building
type,
analysis
of
plans
of
exisCng
projects,
expert
consultants
familiar
with
the
building
type,
and/or
cost
esCmaCng
services.

10.
Establish
Goals
and
Objec:ves
Each
of
the
following
categories
of
goals
should
be
addressed:
Organiza:onal
Goals:
What
are
the
goals
of
the
owners?
Where
do
they
see
their
organizaCon
headed?
How
does
this
interior
project
fit
into
this
broad
picture?
Form
and
Image
Goals:
What
should
be
the
aestheCc
and
psychological
impact
of
the
design?
How
should
it
relate
to
the
surroundings?
Should
its
image
be
similar
to
or
disCnct
from
its
neighbors?
Are
there
historic,
cultural,
and/or
context
implicaCons?
Func:on
Goals:
What
major
funcCons
will
take
place
in
the
building?
How
many
people
are
to
be
accommodated?
How
might
the
building
design
enhance
or
impact
occupant
interacCons?

11.
Establish
Goals
and
Objec:ves
Economic
Goals:
What
is
the
total
project
budget?
What
level
of
quality
is
desired
(o[en
stated
in
relaCon
to
other
exisCng
projects)?
What
is
the
aatude
toward
conservaCon
of
resources
and
sustainability
(energy,
water,
etc.)?
Time
Goals:
When
is
the
project
to
be
occupied?
What
types
of
changes
are
expected
over
the
next
5,
10,
15,
and
20
years?
Management
Goals:
These
goals
are
not
so
much
an
issue
of
the
nature
of
the
project
as
they
are
the
circumstances
of
the
owner,
clients,
designer,
or
architect.
For
example,
perhaps
the
schemaCc
design
must
be
completed
in
Cme
for
council
applicaCon
deadline.

12.
Gather
Relevant
Informa:on
Based
upon
the
goals,
the
categories
of
relevant
informaCon
can
be
determined
and
researched.
Typical
categories
include:
• Facility
users,
acCviCes,
and
schedules:
Who
is
doing
what,
how
many
people
are
doing
each
acCvity,
and
when
are
they
doing
it?
• What
equipment
is
necessary
for
acCviCes
to
funcCon
properly?
What
is
the
size
of
the
equipment?
• What
aspects
of
the
project
need
to
be
projected
into
the
future?
What
is
the
history
of
growth
of
each
aspect
that
requires
projecCon?

13.
Gather
Relevant
Informa:on
• What
are
the
space
criteria
(square
feet
per
person
or
unit)
for
the
funcCons
to
take
place?
• What
other
design
criteria
may
affect
architectural
programming:
access
to
daylight,
acousCcs,
accessibility,
campus/area
design
guidelines,
historic
preservaCon,
etc.?
• Are
there
standards
for
minimum
area
for
various
funcCons?
What
are
these
standards?
• What
are
the
energy
usage
and
requirements?
• What
code
informaCon
may
affect
programming
decisions?

14.
Gather
Relevant
Informa:on
• Site
analysis:
the
site
is
always
a
major
aspect
of
the
design
problem
and
therefore
should
be
included
in
the
program.
Site
analysis
components
that
o[en
affect
design
include:
• Legal
descripCon
• Zoning,
design
guidelines,
and
deed
restricCons
and
requirements
• Traffic
(bus,
automobile,
and
pedestrian)
consideraCons
• UClity
availability
(a
potenCally
high
cost
item)
• Topography
• Views
• Built
features
• Climate
(if
not
familiar
to
the
designer)
• VegetaCon
and
wildlife

15.
Gather
Relevant
Informa:on
• Client's
exisCng
facility
as
a
resource
• If
the
client
is
already
parCcipaCng
in
the
acCviCes
to
be
housed
in
the
new
facility,
it
may
be
possible
to
make
use
of
informaCon
at
hand.
Determine
if
the
exisCng
facility
is
saCsfactory
or
obsolete
as
a
resource.
• If
a
floor
plan
exists,
do
a
square
foot
take-­‐off
of
the
areas
for
various
funcCons.
Determine
the
building
efficiency
(the
raCo
of
exisCng
net-­‐
to-­‐gross
area).
This
raCo
is
useful
in
establishing
the
building
efficiency
target
for
the
new
facility.

16.
Iden:fy
Strategies
ProgrammaCc
strategies
suggest
a
way
to
accomplish
the
goals
given
what
one
now
knows
about
the
opportuniCes
and
constraints.
A
familiar
example
of
a
programmaCc
strategy
is
the
relaConship
or
"bubble"
diagram.
These
diagrams
indicate
what
funcCons
should
be
near
each
other
in
order
for
the
project
to
funcCon
smoothly.
RelaConship
diagrams
can
also
indicate
the
desired
circulaCon
connecCons
between
spaces,
what
spaces
require
security
or
audio
privacy,
or
other
aspects
of
special
relaConships.

17.
Iden:fy
Strategies
Other
types
of
strategies
recur
in
programs
for
many
different
types
of
projects.
Some
examples
of
common
categories
of
programmaCc
strategies
include:
• Centraliza:on
and
decentraliza:on:
What
funcCon
components
are
grouped
together
and
which
are
segregated?
For
example,
in
some
offices
the
copying
funcCon
is
centralized,
while
in
others
there
are
copiers
for
each
department.
• Flexibility:
What
types
of
changes
are
expected
for
various
funcCons?
Do
faciliCes
need
to
change
over
a
period
of
a
few
hours?
A
few
days?
A
summer
recess?
Or
is
an
addiCon
what
is
really
needed?
• Flow:
What
goods,
services,
and
people
move
through
the
project?
What
is
needed
at
each
step
of
the
way
to
accommodate
that
flow?

18.
Determine
Quan:ta:ve
Requirements
In
this
step,
one
must
reconcile
the
available
budget
with
the
amount
of
improvements
desired
within
the
project
Cme
frame.

19.
Summarize
the
Program
Finally,
once
all
of
the
preceding
steps
are
executed,
summary
statements
can
be
wriZen
defining
"in
a
nut
shell"
the
results
of
the
programming
effort.
All
of
the
perCnent
informaCon
included
above
can
be
documented
for
the
client.
The
decision-­‐makers
should
sign-­‐off
on
the
scope
of
work
as
described
in
the
program.
Once
a
program
is
completed
and
approved
by
the
client,
the
informaCon
must
be
integrated
into
the
design
process.
Some
clients
want
the
programmer
to
stay
involved
a[er
the
programming
phase
to
insure
that
the
requirements
defined
in
the
program
are
realised
in
the
design
work.