CHAPTER 6: WORK SESSION WORK SESSION The work session is the final method for gathering and analysing

g information for architectural programming. It is a show and tell activity where in the programmer presents the gathered information to the client on a large wall-sized matrix. The client are asked to confirm or refute what is p resented. It is effective in getting the client/user to make decision regarding which of the previously suggested ideas.

TYPES OF WORK SESSION CLIENT OR WORK SESSION COMPOSITION the client/ user work station should involve all those persons who have a stake in the project. This would involve everyone who will use the facility. It is also possible to invite interest persons in the organization to stop by during lunch breaks and after hours to review the progress of work. PRESENTATION when the group session begins the programmer typically presents a brief overview of the organization s missions! the purpose of the project! the proposed budget and expected schedule. If there has been little or no initial work session! the programmer must indicate how the session is to proceed. If there has already been a substantial effort at information gathering! the programmer will explain how the preliminary matrix was developed. INTERACTION as soon as the programmer has concluded his/her initial presentation of the results of the information gathering phase of programming! it is for the client/user to begin reacting and interacting! at this point! the work session tends to be involved in bringing all of the findings to get a better understanding. The client/user are expected to confirm or refute what been presented and to add any materials. This re"uires using the interviewing skills of a programmer. NEGOTIATION! between persons with strongly held opposing points of view is not easy to handle. It reflects personal animosities or power struggles that have very little to do with programming a new facilities. AGREEMENT, once agreement has been reached# the suggestions should be recorded in cards or grid paper and placed on the walls. $.% &rap-up! when the matrix appears to be complete! it is time to wrap-up. It is a very brief review of what is before the group! emphasizing only the most important points! is usually appropriate. EXECUTIVE WORK SESSION ' special work session with the top leadership of an organization can be used effectively both before and after the larger client/user work session. (irst understanding of the mission and structure organization! establish the purpose of the project and to set budget and schedule guidelines. )econd executive work session is important for refining and prioritizing all of the programmatic information advanced from the client/user work session. &ork session setting! the work session should be held on client s premise! in a room large enough to accommodate all of the participants and presentation materials. The work session should have at least * walls that will accept tacks or tape! several work tables and seating for all participants.

MATRIX DEVELOPMENT VALUES The programmer should identify other important values of the client. Typically! these values can be remembered using T+)T +',-. Technological! +nvironment! )afety! Temporal! +conomic! 'esthetic! ,ultural! and -uman. GOAL &hen the programme has identified the overall values! attention is when directed to identifying specific goals relating to each of the values. FACT 'fter identifying the goal! it is much easier to know the focus attention in discovering facts and establishing needs. (acts relate to specific conditions! constraints and opportunities that should influenced design. NEED 'fter identifying the values! goals and related facts! it is time to know the needs. In preparing the matrix! the programmer should not worry about whether the needs statements relate to performance or design features. The programmer should record them simply as needs by using short clear phrases and/or visual representations as appropriate. PRESENTATION METHODS /0 1 20 ,'34) This system involves the use of horizontally placed! unclined /0 x 20 cards on which one goal! fact! concept! need! or problem statement is presented visually and verbally GRID PAPER In this form of presentation! a single programmer uses four easels on which to record goals! facts! needs! and ideas for each value area. REQUIREMENT SHEETS BROWN SHEETS The space allocation! relationship matrices! project schedule! and project cost analyses are first developed during the work session on rolls of brown butcher paper. These sheets are rolled out and taped horizontally across an entire wall. The spaces types are often listed in accordance with the existing or proposed departmental structure of the organization! so that subtotals of areas re"uired can be tabulated. OTHER FORMATS It is also possible to use *50 x 650 sheets of print paper or 7$0 x *70 sheets of grid paper on which to develop the tabular information on re"uirements. It has the advantage of being larger than any other alternative to the brown sheets.