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The City of Tomorrow from… the Data of Today

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Abstract

In urban planning, a common unit of measure for housing density is the number of households per hectare. However, the actual size of the physical space occupied by a household, i.e., a dwelling, is seldom considered, neither in 2D nor in 3D. This article proposes a methodology to estimate the average size of a dwelling in existing urban areas from available open data, and to use it as one of the design parameters for new urban-development projects. The proposed unit of measure, called “living space”, includes outdoor and indoor spaces. The idea is to quantitatively analyze the city of today to help design the city of tomorrow. First, the “typical”-dwelling size and a series of Key Performance Indicators are computed for all neighborhoods from a semantic 3D city model and other spatial and non-spatial datasets. A limited number of neighborhoods is selected based on their similarities with the envisioned development plan. The size of the living space of the selected neighborhoods is successively used as a design parameter to support the computer-assisted generation of several design proposals. Each proposal can be exported, shared, and visualized online. As a test case, a to-be-planned neighborhood in Amsterdam, called “Sloterdijk One”, has been chosen.
Agugiaro, G., García González, F.G., Cavallo, R., 2020,
The city of tomorrow from... the data of today.
ISPRS Int. Journal of Geo-Information, 2020, 9(9), 554.
The full article is available as OPEN ACCESS here:
https://www.mdpi.com/2220-9964/9/9/554
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Introduced through a bottom-up emergent strategy without commitment from all project partners, it was not possible to utilize the potential benefits of a BIM system for the overall design team. The analysis also revealed that what practitioners referred to as a BIM, was not a true BIM implementation, thereby indicating that digital concepts are still not completely clear in practice. This comparative analysis of two cases led to several conclusions: • Irrespective of whether a tool or people-oriented approach is used, there will be emerging strategies with which people try to address problems caused by limited knowledge sharing. • The physical setting can play a major role in supporting interaction. Designers and managers will make intentional or spontaneous use of the possibilities that their physical setting affords, even though tools are available that can facilitate distributed work. Thus, tool implementations do not make physical settings obsolete. • Tools provide a technological infrastructure such as creating virtual proximity, handling design and criteria changes, enhancing design representation, or dealing with changes in personnel. However, there is no magic want that cures all problems and challenges of LCBPs. • Procedures refer to formal and informal rules about knowledge sharing. Such rules are important means of creating shared expectations and information exchange, however, procedures can only guide but not dictate the actual behaviour of actors in regard to knowledge sharing. • Social practices form the social infrastructure that enables and facilitates knowledge sharing through the physical setting, tools, and procedures. However, if the project culture has emerged intuitively, these practices may involve rather limited sharing behaviour at various levels (i.e. executive, managerial, and technical). Through my research and recommendations, I have attempted to offer fresh insights to practitioners about the value and necessity of knowledge sharing in large complex building projects. The framework of the Knowledge Diamond is not intended as a magic cure, but it can serve as a guideline for enhancing knowledge sharing by paying explicit attention to all four dimensions and taking advantages of new technologies such as BIM and 3D models. Although the insights of this research are based on only two cases, the conclusions were confirmed by a panel of experts who confirmed similarities with their own experience. This study also contributed to the literature on knowledge sharing and project management. The Knowledge Diamond can help to conceptualise knowledge sharing at both the inter-organizational and cross-disciplinary level. It can also form the basis for further theory development about work in project-based settings and help to define new project management methodologies.
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