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![Figure 3. Interactions within the Estate Department [52].](publication/287922929/figure/fig3/AS:398680965304320@1472064357040/nteractions-within-the-Estate-Department-52_Q320.jpg)
The creation and management of buildings over their lifecycle involves the cooperation of many organizations, which broadly fall into a client domain and AEC (architecture, engineering, construction) domain. While this mix of expertise is essential, the ineffective management of the boundaries between these organizations can undermine building life...
Contexts in source publication
Context 1
... Estates Department is organized into four divisions: Capital Development (CD), Maintenance and Improvements, Facilities Management, and Customer Services and Administration. The relevant sub-teams of these divisions and their key responsibilities are summarized in Table 3. Provides a customer services function for the department in its interactions with other sections of the University; it also provides administrative services for the department A good proportion of staff in the department have backgrounds in AEC professions and trades. ...
Context 2
... role of various divisions in the asset development and management process is illustrated in Figure 4. The framework of the RIBA (Royal Institution of British Architects) Plan of Work [53] is used to map out the involvement of each division according to their roles described in Table 3. Different teams are responsible for different stages in the process, with varying degrees of involvement by external consultants and contractors. ...
Context 3
... although the PM team had the expertise to perform the information processing function, they did not have the political or financial authority to make quick decisions-this was left to individual fire authorities and led to delays in the process. In Case 2, the boundary spanning roles were somehow divided between different teams (Table 3 and Figure 4): for projects over a certain threshold, the planning team within the CD division liaises with users (and other internal teams such as facilities management), develops the brief and initiates negotiations with (and most often appoints) external AEC firms; the capital projects team then takes over the detailed implementation of the project. While this "division of labor" makes for efficiency (and supports Aldrich and Herker's view of multiple roles [54]), it nonetheless creates further boundaries, which can lead to problems in effectively managing building information as Case 2 suggests. ...
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Citations
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Against the background of the possible refurbishment of the courtyard house, the aim of this research is to explore the potential role of intelligent systems in improving the performance of the courtyard house type in Baghdad, Iraq. The main objectives of this research were to: (1) investigate the characteristics and features of the traditional courtyard house in Iraq, (2) investigate the meaning, nature and application of intelligent systems in buildings, (3) investigate the lifestyle of current users of traditional courtyard houses and how these buildings support their needs, (4) examine the potential role of IS in improving the performance of courtyard houses, and (5) make recommendations on the possible applications of IS to courtyard houses.
Various research methods and strategies were adopted to achieve the defined aim of this research. These methods include an extensive literature review in both the areas of the courtyard house and intelligent buildings, and a case study was collected the data from two main sources through: (1) semi-structured interviews with twenty five architects and twenty four occupants, and (2) physical survey and observation of the traditional courtyard house type in the Al-Kadhimiya historic area. The qualitative method was used to analysis the data collection.
Abstract
The findings from the study identified the following new themes which provide the basis for exploring the research question: (1) Architectural value - key feature through the passive system of the traditional courtyard house type in the Al-Kadhimiya, (2) Limitation of space use, some spaces were not used, and the residents felt as if they were paralyzed at these times and (3) Requirement for new systems in this house type.
It is concluded that the key features of the traditional courtyard house type are passive systems which support the lifestyle by achieving thermal comfort. Adding simple IS as applications which are integrated and wireless, with an actuator, will certainly help the residents enhance the house performance in Al-Kadhimiya. This will be done by: developing the level of control over the environment, reducing the environmental challenges, decreasing the social struggles, and supporting the response to the environment.
This study contributes to the role of ISs in enhancing the performance of the traditional courtyard house. For the current users, these roles are achieved through three major steps: (1) the nature of IS in traditional courtyard house, (2) The priority of systems; (3) Using the courtyard house as a container for intelligent systems. Future users are likely to have a different lifestyle and so the level of intelligence may change; thus, the potential need for ISs might change too due to the type of IS and its operation. A clean air recirculation module is one application to be used in the traditional courtyard house type in Al-Kadhimiya, which can be selected to enhance house performance.
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