the life cycle performance of sustainable renovation concepts

PHASESTenderProgramDesignConstructionPROCESSESProposal and selectionInitial thoughts, analysisTesting feasibilityprogram of requirementsPreliminary Design cycleConceptual Design CycleIntegration of componentsCoordinatingMateralisationContracting, bargainingExecution aspectsRealizationQuality controlReportmomentsFigure 15 shows that there is a decisionmoment between each change of phase inthe process. These decision moments arebuild in, to check the results with theprogram of requirements. These decisionmoments are logical report moments,whereby approval can be given about thecompleted phases and decisions can bemade for the upcoming phases. If possible,the program of requirements can be changedon these moments. This results in a dynamicprogram of requirements.Also the design phases of an integratedprocess differ from the design phases in atraditional process. Figure 16 gives agraphical overview of the design phases ofan integrated process.Informing and trainingusersAfter concerns / use /maintentanceMaintenance, monitoringand optimizationRevision/re-orgnization= Moment of decisionFIGURE 15-INTEGRATED RENOVATION PROCESS(POEL, HUTJES & TIEKSTRA, 2007)Dynamic program of requirementsTest Test Test TestDesigncycleDesigncycleDesigncycleFIGURE 16-INTEGRATED DESIGN PROCESS (POEL, HUTJES & TIEKSTRA, 2007)CASE STUDY DE TEMPELA case study of case „De Tempel‟ is executed to analyze the differences andcorrespondences between theory and practice. The most important identifiedcharacteristics of the case study of „De Tempel‟ are stated in the bullets below.- Functional and dynamic requirements defined the program of requirements- Aspects as comfort and sustainability were addressed at the start of the designprocess- Involved parties experienced another process than they were used toDuring interviews, involved stakeholders at „De Tempel‟ stated that:- their standard procedures do not correspond with the situation at De Tempel- flexibility was required from the contractor into large extend, due to ongoing changesin the design and due to the absence of accurate drawings of the changes that havebeen made in the building during the last 100 years.- a traditional organization structure would have caused major delays in this project- the constructive- and installation technical aspects were highly integrated with eachother in this project. Therefore, a traditional process and organization was impossibleto hold on to.30