2. TABLEOF
CONTENTS
01
Executive summary
03
Staffing
02
Vision
What we understand
are the client’s key
needs and how we
will provide you an
approach that will
make your vision a
reality.
Our vision for the
client’s HQ 2.0.
Our organizational
structure showing
team roles and
responsibilities,
recommended MEP/
FP Engineers, and a
histogram showing
staff and team
allocation.
04
Scope of services &
schedule
Our roadmap
and scope for the
project, including
our visioning and
programming
approach. A
schedule showing
our integrated
team involvement
throughout.
05
Appendix
Our core team’s
detailed resumes,
example visioning
and programing
document and
information on
our integrated
technology.
4. Nine years ago, this company was created with the mission “to unlock human performance” by building technology across hardware, software, and analytics.” Unispace, ten
years ago, was created to disrupt the traditional and inefficient design and construction industry by leveraging analytics technology and cutting edge thought leadership to
provide clients with a superior experience and ultimately a superior space, designed to your needs and unique objectives.
For Client’s HQ 2.0, we will blur the lines between strategy, design, and construction to bring your brand and vision to life in the physical space.
To make your dreams a reality you need a partner that can:
An approach that makes your vision a reality
Control costs without compromising
on design quality
The client will get the project you envision that is
within budget without compromising on design quality.
From the start of the project, our pre-construction
and construction teams work with our strategists
and designers to understand your needs and develop
a realistic, achievable budget. With The client we will
work together to make sure that what is designed is
within your budget. This means that design decisions
aren’t made blindly; their actual budget implications
are clearly seen, identified, and evaluated continuously
to avoid value engineering, which is both costly and
inefficient.
Bring the client’s brand and vision to life in
the built environment
We will get to know the client and build upon powerful
work, diving deep into your brand and behaviors
to unlock your brand’s true potential in the built
environment. Your HQ 2.0 will be the crossroads of
data, innovation, technology, work, life, and brand,
catapulting your technology to life. We’ll leverage our
AI-driven workplace analytics tool to create a space
where people don’t just experience your brand; they
breath it and evolve with it. Weaving dynamic and
responsive experiences throughout the workplace,
The client’s new environment will generate a pulse,
making the workplace results-oriented and a gold-
standard across the industry. You’re innovative,
intelligent, and constantly evolving. We believe your
workplace should be too.
Drive innovation and improve performance
We leverage technology and collaboration to bring
workplace strategists, designers, and construction
teams together from the beginning to give you a
process that’s seamless, agile, more efficient and
drives innovation – with the single goal of delivering a
world-class HQ for the client. Our uniBIM technology
integrates 3D visualization software, space and budget
analytics, and buildability insights to create innovative
design solutions designed specifically to ensure that
your workplace performs as expected, now and in the
future.
6. Link and Text description (MW)
TBD
The client’s HQ 2.0
Collaborating with the client and , we’ll pioneer a new model
for the future of work. A model that redefines expectations
for the workplace by incorporating data, AI, technology,
and research to bring your brand to life, drive individual and
collective performance, support wellbeing,
and enable continuous optimization.
Our vision is to leverage the people, intelligence, and
technology of the client to create a sophisticated and
dynamic performance lab that doubles as an incubator for
the client lifestyle. An innovative and tech-driven standout
in a community that leads the world in both. A distinctive
archetype for all future workplaces that incorporates your
technology to fully unlock human potential.
A revolutionary HQ at the intersection of brand, technology, fitness, and workplace performance.
8. DigitalIntegration
StructuralEngineer
MEP/FP
Lighting,etc.
Acoustical
Othersasrequired
We have included detailed resumes for our
core team in the Appendix.
MEP/FP Engineer
The engineers we have successfully
completed projects with and would
recommend for your project are:
• WB Engineers + Consultants
• Bala Consulting Engineers
• R.W. Sullivan
By leveraging our cross-team
collaboration between our
workplace strategists, designers,
and construction professionals,
Client will receive a world-
class HQ 2.0 that drives your
employee’s performance through
creative solutions.
Team organization
C
O
N
S
U
L
T
A
N
T
S
-AS NEEDED
COREPROJECTTEAM
ProjectExecutive
Principal,StrategicAccounts
BostonMarket,Director
PROJECTO
V
E
R
S
I
G
H
T
RegionalPrincipal,Design
OperationsDirector,Americas&
RegionalDirector,Construction
REGION
A
L
L
E
A
D
E
R
S
H
I
P
GlobalPrincipal,Design
GlobalPrincipal,Strategy
G
L
O
B
A
L
T
H
O
UGHT LEADERS
ManagingDirector,Americas
ClientPartnershipsDirector,
Americas
E
X
E
C
U
TIVE OVERSIGHT
CLIENT
DESIGN
Principal,Design
SeniorAssociate,
Design
SeniorAssociateDesign-
TechnicalSpecialist
Associate,Design
Designer,Technical
Specialist
Designer
STRATEGY
SeniorAssociate,
Strategy
SeniorAssociate,
Strategy
PRECON/
CONSTRUCTION
RegionalPrincipal,
Construction
SeniorPreconPM
PreconPM
SeniorConstructionPM
AssistantConstructionPM
SeniorSiteManager
9. Lease
Negotiation
Support
5 0 0 15 5 0 0 0 5 25 0 5 0 0 0
Visioning 5 40 40 15 5 0 0 0 0 0 0 5 0 0 0
Programming 5 40 40 10 45 0 10 65 0 10 10 5 5 0 0
Schematic
Design
5 15 25 50 75 50 100 100 25 40 20 5 15 0 0
Design
Development
5 5 5 25 75 50 100 100 25 60 40 5 20 5 5
Construction
Documents
5 5 5 10 50 50 100 100 30 80 60 5 20 10 10
Bidding 5 5 5 5 10 15 10 15 5 100 80 5 50 25 10
Construction
Admin and
Closeout
5 5 5 5 10 0 15 15 5 5 5 10 100 100 100
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Phase
Lease, Visioning & Programming
SD, DD & CD
Bidding
Construction Admin & Closeout
% time allocation based on 40
hours a week
Heavily
involved
As
needed
KEY
The client will have an interdisciplinary team that’s
dedicated for the duration of the project.
Staffing histogram
11. Move-in &
project turnover
Post occupancy &
project close out
Construction
management
An integrated methodology that designs to Client’s budget
and mitigates your risk by providing cost certainty before
construction begins.
Final acceptance
of space
Design construction
administration
Construction
documents
Progressive budgeting
Leadership
interviews
Small group
interviews
Brand & culture
workshop
Future of work
workshop
Identify
long-lead
orders
Visioning & programming
Bidding
Design Construction
Post occupancy & close out
Lease negotiation & support
KEY
Begin progressive
budgeting
Kick off Lease negotiation
support
VISIONING & PROGRAMMING
Work ready
survey
Predictive
analytics
Interactive
visioning
workshop
Program brief Schematic
design
$
Provide progressive
budget
$
Place long-lead
orders
Bidding
Coordination of
trades and Landlord
Agree on lump
sum contract
Approval of
final drawings
Enhanced scope
Move-in & project
turnover
AI evolution & workplace
performance
$
Provide progressive
budget
*
Roadmap
Design
development
19. Appendix:Examplevisioning&programmingdocuments
Thisinitialmeetingwillprovideyoursteeringcommitteewiththe
opportunitytosharetheirvisionandexpectationforthefuture
workplace.Unispacespacewillfacilitatethemeetinganddevelopthe
goalsfortheengagement.
Topicssuchasdesiredculture,futurework
patterns,workplaceflexibilityandagilityand
technologywillbediscussed.Unispacewill
shareinsightsonthefutureofworkplace
andleadadiscussiononhowworkspace,
technologyandculturecansupportthe
objectivesofthebusinesstocreatea
tailoredworkplacemodel.
Thissessionwillincludeapresentation
ofselectedworkplacestobroadenthe
leadershipteam’sexposuretoalternative
waysofworkingandwhatothersinthe
industryarediscussingandimplementingas
aworkplaceofthefuture.Wealsopropose
toholdafollow-upsteeringcommittee
sessionfollowingcompletionofallresearch
activitiestopresentanddiscussfindings
andkeythemes.
O b j e c t i ve s
• Obtainfuturevisionandexpectationfrom
theclient’ssteeringcommittee
• Setgoalsandobjectivesforthestrategy
engagement
D e l i ve r a b l e s
• Projectcharteroutlininggoalsand
objectives
Identifysteeringcommittee&
kickoffengagement
85
ClientName
How did we use the POEMS framework?
POEMS is a framework that can be used for conducting and recording observations. POEMS is an acronym that
stands for People, Objects, Environment, Messages and Services - 5 categories that the observer can use to
record their information. A description of each category is shown below.
People
The demographics, departments, roles,
behavioral traits, and quantity of people in the
environment
Services
A person or a system offering services to
enable an activity, as well as amenities
Environment
Observations about the architecture,
space type, lighting, furniture, temperature,
atmosphere, etc.
Objects
The items the people are interacting with,
including devices, furniture, machines, appliances,
tools, technology, etc.
Messages
What messages are communicated in context
and how they are being communicated.
Examples of messaging are signs and postings
in the office.
4
Project Charter
The following are 8 guiding principles that came out of the working
session. These guiding principles will be used to inform future design
recommendations for the project.
85
ClientName
ScopeofServices
Part 1: Workplace Strategy & Change Management
D. Visioning Session
WewillconductaVisioningSessionwith6to12seniorteammembersinthe
firm. Informedbythepreviousengagementactivities,weusethesession
tofurtherrefinethemetricsofsuccess,planningconcepts,andrelevant
trends.Wewillexplorehowtheycouldbealignedwithfutureworkplace
opportunities.
Attheendofthissessionwewillhaveaset
ofobjectivesandframeworkthatdocument
theprojectgoals.Belowaresomeexamples
ofworkshopthatcanbeconductedforthis
engagement:
PerimeterScan
Fromourduediligenceandinformation
procurementactivities,wewillidentify
emergingtrendsandinnovationsthatmay
informworkplaceandservicesforthefuture.
Thegoalofthisexerciseistounderstand
bettertheconditionsthatmayaffectour
clientsinthefuture,andhowthefuture
designcanrespondandadaptaccordingly.
CultureCards
Utilizingadeckofcardswithmultiple
images,eachparticipantchoosescardswith
distinctiveimagesthatdescribethecurrent
workcultureandtheaspirationalwork
culture. Wethenexplorecurrentconditions
andidentifytheidealfutureconditions. We
willalsoidentifyandgapsandchallenges
betweencurrentandfuturestates.
Keep,Toss,Create
Inthisdiscussion,wewilldeterminewhich
aspectsofthecurrentworkenvironmentare
workingwellanddiscusscurrentchallenges.
Wewillalsogeneratepotentialnewideasfor
bettersupportingfutureworkhabits.
P.O.E.M.S.Exercise
P.O.E.M.S.isanacronymthatstandsfor
People,Objects,Environment,Messages,
andServices.ThroughtheP.O.E.M.S.
framework,wewillidentifyqualitiesand
characteristicsthatwillinformfutureproject
goals
PrioritizationScorecard
Theintentistoco-createleversofvalue
thatalignswiththegroup’sgoalsandvision.
Thescorecardwillprovideamoreobjective
waytoprioritizevaluesbydefiningsuitable
criteriaanddevelopingaweightedvaluefor
eachcriteriontohelpbuildconsensus.
O b j e c t i ve s
• CarryoutasessionwithJenner&Block
coreteamand/orseniorteammembers
• Focusonfurtherrefiningprojectgoalsand
objectivesfortheengagement.
• EstablishconsensusforwhatwillbeROI
metricstomeasureforoverallproject
success
D e l i ve r a b l e s
• Developavisioningreportandcraft
communicationsthatcanbeusedforthe
engagementmovingforward.
R e q u i r e m e n t / R e s p o n s i b i l i t i e s o f
J e n n e r & B l o c k a n d G a r d i n e r &
T h e o b a l d
• UnispacewillworkwiththePOCfor
schedulingofthesession.
ProjectMethodology
How did we use the POEMS framework?
POEMS is a framework that can be used for conducting and recording observations. POEMS is an acronym that
stands for People, Objects, Environment, Messages and Services - 5 categories that the observer can use to
record their information. A description of each category is shown below.
People
The demographics, departments, roles,
behavioral traits, and quantity of people in the
environment
Services
A person or a system offering services to
enable an activity, as well as amenities
Environment
Observations about the architecture,
space type, lighting, furniture, temperature,
atmosphere, etc.
Objects
The items the people are interacting with,
including devices, furniture, machines, appliances,
tools, technology, etc.
Messages
What messages are communicated in context
and how they are being communicated.
Examples of messaging are signs and postings
in the office.
4
Project Charter
The following are 8 guiding principles that came out of the working
session. These guiding principles will be used to inform future design
recommendations for the project.
7
Improve technology for
collaboration so that
we can be even more
effective.
Provide a number of
alternative work spaces
for both focus and
collaboration.
Enable flexibility for the
future, especially when we
grow.
Showcase and promote
the brand so employees
feel connected, remember
their roots, and are excited
about the future.
8
Personalization for both
individuals and teams
exhibits our culture and is
what makes us special.
Leverage space for large
group meetings and
social events.
Make provisions for remote
workers so they can be
more connected to us when
they come in.
Instill proper etiquette for
all the cool new spaces we
will use.
9
O B J EC T I V E S
• Workshopwithleadershiptounderstand
thevisionforthefuturestateofworkplace
• Understandhowthebusinessischanging
andwhatshouldbedirectionoffuture
D E L I V E R A B L E S
• Assessreadinessforchange
• Reviewandoutlineofopportunities,
concernsandchallengeswithinthe
currentworkplace
• Documentvisionofthefutureworkplace
inadetailedreport
Weproposetoconductavisioningsessionwithalltheseniorleadership
fromacrosstheorganization.Weusethesessiontoidentifystrategic
businessobjectivesandexplorehowtheycouldbealignedwithfuture
workplaceopportunities.
Whatthesessioncovers:
• Projectworkshopwithseniordecision
makers
• Highleveldiscussiononhowtheworld
ofworkischangingand‘whatothersare
doing’
• Thissessionisaimedatunderstanding
theleadership’sviewofstrategicdirection
offuturebusiness
• Thesessionallowsustobuildfamiliarity
withtheteam,understandappetitefor
changeanddiscussartofthepossible
• Eachgroup’sfunctionandstructure
• Engagementisalsohelpfulinassessing
leadership’searlyfeedbackandbuyin
Virtualvisioningsession
20. Strategicworkplaceinterviews
O b j e c t i ve s
• Carryout45-60minutevirtualinterviews
withbusinessleaders(includingITO,HR
&FM)
• Focusonhighlevelissues(culture
changingworkpractices,businessdrivers,
adjacencies)aswellasexploringthe
uniqueandspecificbusinesspractices.
D e l i ve r a b l e s
• Recommendedadjacencies(highlevel
blockandstack)
• Businessspecificoperationalandcultural
concerns
• Leadershipappetiteforadoptingflexible
working
Executive leadership is engaged early on as their buy-in is a key
success factor in all workplace projects. Unispace’s approach is
designed to bring all key stakeholders on the workplace journey
regardless of their previous property experience.
One-on-oneinterviewswiththesenior
leadershipteamwillelicitfurtherfeedback
andbuildadeeperunderstandingofthe
specificneedsofeachpartofthebusiness.
Theseone-on-onesessionsallowleaders
tobecandidabouthowtheyseetheneeds
ofthebusinesschangingandwhatsupport
theirpeopleneedtoreachtheiroutcomes.
Interviewswillalsoconsiderchangingwork
patternsandappetiteforflexibleworkingin
apost-COVIDworkingworld.
Digitize more information.
We need a more robust
document retention
system.
More meetings can take
place in the atrium if it is
designed right.
We need spaces that
support confidential
conversations.
Appendix:Examplevisioning&programmingdocuments
O B J EC T I V E S
• Unispacewillfacilitateleadership
workshopwherewewillprovideinsights
onourfindingstodate
D E L I V E R A B L E S
• Summaryofkeydecisionsmadeandthe
optionselectionforfutherexploration
Theexecutiveleadershipteamwillbeengagedinadetailedworkshopwhere
Unispacewillshareinsightsourfindingsandinsightstodate.Thisinteractive
sessionwillcoveranumberofspace,technology,andculturalaspects.We
willprovidethemesandrecommendationsinordertofacilitatethedecision
makingprocess.
Typicalcontentcoveredinthisworkshop
includes:
Replayandvalidatedatacollected
• Discussthepotentialspacescenarios
anddifferentworkstylesinorderto
understandhowthefutureworkingmodel
couldbeimplementedandwhatdegreeof
changeitwillrequire
• Agreementonoverallspaceprinciples
i.e.degreeofdesksharing,typeof
collaborationsettings
• DiscussworkplaceenablerssuchasIT,HR
andculture
Spacebudgetscenarios
• Wewilldiscussthedifferent,highlevel
spacebudgetscenariosoutlininghow
muchspacecouldbeallocatedto
individual,shared,andpublicspaces
Adjacencymapping
• Wewilldiscussourunderstandingof
howdifferentteamsshouldcollocate,
basedonthefrequencyandtypeof
communicationlines,aswellasthemost
appropriateworksettings.
Workstyledevelopment
• Discussappropriateworksettingsto
supportthedifferentworkstylespresent
inyourorganization
Leadershipreviewworkshop
23
Leadershipreviewworkshop
Typicalcontentcoveredinthisworkshop
includes:
Replayandvalidatedatacollected
• Discussthepotentialspacescenarios
anddifferentworkstylesinorderto
understandhowthefutureworking
modelcouldbeimplementedandwhat
degreeofchangeitwillrequire
• Agreementonoverallspaceprinciples
i.e.degreeofdesksharing,typeof
collaborationsettings
• DiscussworkplaceenablerssuchasIT,
HRandculture
Spacebudgetscenarios
• Wewilldiscussthedifferent,highlevel
spacebudgetscenariosoutlininghow
muchspacecouldbeallocatedto
individual,sharedandpublicspaces
Adjacencymapping
• Wewilldiscussourunderstandingof
howdifferentteamsshouldcollocate,
basedonthefrequencyandtypeof
communicationlines,aswellasthe
mostappropriateworksettings
Workstyledevelopment
• Discussappropriateworksettings
tosupportthedifferentworkstyles
presentinyourorganization
O b j e c t i ve s
• Unispacewillfacilitateleadership
workshopwherewewillprovideinsights
onourfindingstodate
D e l i ve r a b l e s
• Summaryofkeydecisionsmadeandthe
optionselectedforfurtherexploration
The executive leadership team will be engaged in a detailed
workshop where Unispace will share insights our findings and
insights to date. This interactive session will cover a number of
space, technology and cultural aspects. We will provide themes and
recommendations in order to facilitate decision making process.
21. The Survey: Top-level Insights
5
15,326
total responses,
13,371 office-based
+/- 1% margin of
error
RESPONSE
60%
response rate
out of 25,557
surveyed
CHALLENGES
44%
feel socially
disconnected from
colleagues
(#1 challenge)
28%
feel virtual
collaboration is less
effective than
face-to-face
collaboration
69%
benefit from ability
to meet personal
commitments /
work-life balance
BENEFITS
61%
are more
productive at home
conducting deep
focus work requiring
no distractions
~ 66% of our office based staff ready to enter a flex-working program.
Translates into 1M Ft2 of ADMIN Space
[Cost Avoidance Est >$200M in one time Capex & >$50M in annual Opex]
AGILITY
34%
Assigned WS
office based
34%
AGILE Ready
Suitable for WFH
32%
AGILE Ready
Unassigned WS
office based
HOME WORKING
89%
(vs 42% Pre-COVID)
prefer to work from
home 1+ days
48%
(vs 13% Pre-COVID)
prefer to work from
home 3 + days
Flex WFH: Assessment breakdown
6
32% would use an
unassigned desk in
the office
34% would require an
assigned desk in the
office; "anti-Flex"
100% office-based responses
48% WFH 3+ days
46% role is suitable
41% mgr supports
34% WFH
32% Flex
34% Assigned
100% office-based responses (excludes field/remote)
13,371 out of 15,326 total responses
48% prefer to work from home 3+ days
13% worked from home 3+ days pre-COVID-19
46% prefer to work from home 3+ days
AND feel their role is suitable to work from home regularly
41% prefer to work from home 3+ days
AND feel their role is suitable to work from home regularly
AND their manager would support them working from home regularly
34% prefer to work from home 3+ days
AND feel their role is suitable to work from home regularly
AND their manager would support them working from home regularly
AND would use an unassigned desk in the office
Productivity: Office vs. Home
7
TOP 3 TOOLS
people need to
effectively WFH but
currently do not have
Ergonomic chair (58%)
Printing/scanning
equipment (54%)
Secondary monitor (42%)
Individual activities are better suited to take place from home if the necessary
equipment is provided.
The office should be re-positioned to cater for collaborative activities such as
socialisation, ad-hoc and unplanned meetings.
78%
51%
29%
19%
13%
10%
17%
19%
36%
53%
46%
47%
49%
22%
13%
18%
35%
40%
41%
61%
Social interaction with colleagues
Ad-hoc, unplanned meetings / brainstorming
Planned meetings
Routine individual work
Video conferences
Telephone conversations
Individual deep focus work requiring no distractions
Office Both locations are equally productive Home
In which location are you more productive conducting the following activities:
Office
Neutral
Home
TOP 3 CHALLENGES
Socially disconnected from
colleagues (44%)
Virtual collaboration is less
effective than face-to-face
collaboration (28%)
A lack of visibility of what
my colleagues/other teams
are working on (27%)
Exampleworkfromhome(WFH)survey FLEX WFH: Additional Opportunities
FLEX Program Assessment –
additional findings
Region
Job role
Org role
Age
There is a 13% difference between
APAC FLEX – Unassigned WS ready
population (42%) and Americas (29%)
45% of VPs and above would require
an ASSIGNED desk in the office;
43% of Supervisor/Team leads are
FLEX-UNASSIGNED WS
Generally by organisational role,
ASSIGNED/FLEX-UNASSIGNED WS/
FLEX-WFH are similar. Impact of org
role requires analysis at the site level
FLEX-Unassigned WS readiness
decreases as age bracket increases,
20% difference between 55+ (24%)
and ‘Up to 24’ (44%); 21% of ‘Up to
24’ are FLEX-WFH ready, 13% less than
the global average
Global 66% of the IDL population are FLEX
ready; FLEX - Unassigned WS (32%)
+ FLEX – WFH (34%)
Appendix:Examplevisioning&programmingdocuments
22. Theworkforcehasshiftedtomoreremoteworkingpost-COVIDthan
pre-COVID.Wedevelopedapredictiveanalyticstoolthatinforms
theshiftneededtoencourageemployeestocomeintotheofficefor
collaborationandcommunityfosteringactivitiesthatareusuallylost
whenworkingremotely.
Ourpredictiveanalyticstooldrawsonbadge
data,recentdatafromcompaniesthat
returnedtoworkandtheBureauofLabor
Statisticstohelpusunderstandhowmany
peoplewouldbereturningtotheofficeand
onwhatbasis.
Basedonpredictiveanalyticsresults,we
prepareaspacebudgetinourpropeller
workplacemodel.Thisrevealshowyour
workplacecouldsupport problem-solving,
fostercommunityandsupportinnovation.
O b j e c t i ve s
• TodetermineabaselineofRTWmetrics
bydepartmentand/orteam
D e l i ve r a b l e s
• Apredictiveanalyticsmodeluniqueto
theclientthatwillprovidepredictive
headcountsforprogrammingandplanning
purposes
Predictiveanalytics
6/16/2020 Page 1
1/1
Employee Analytics - Work from Home (By Days of the Week)
0 500 1000 1500 2000
Work
from
Home
(WFH)
frequency
Full/Time in Office
Full/Time WFH
WFH 1 days / week
WFH 2 days / week
WFH 3 days / week
WFH 4 days / week
1671
64
137
158
50
20
1205
186
163
267
198
81
Pre-COVID Post-COVID
Number of Employees
80%
Full time
in office
Pre-Covid
60%
Full time
in office
Post-Covid
1 Predictive analytics to identify remote work rate
Innovationzone
Innovationzone
Focusratio 1:50
Collaborationratio:1:10
Learningratio1:40
Communityzone
Communityzone
Socializeratio 1:80
Collaborationratio:1:60
Learningratio1:100
Problemsolvingzone
Problemsolvingzone
Focusratio 1:25
Collaborationratio:1:40
Department
office
Current
headcount
Projected
headcount
In
percentage
R&D 80 110 65%
Support 60 80 70%
Sales 40 50 35%
2 Connect headcount to automated space budget
3 Automated space budget, metrics & space types
What the Diagram Illustrates:
This persona is made up of two subsets: Engineering, Customer Success,
Operations, and Sales managers, and Legal, People, and Workplace
teams.
This persona currently spends most of their day doing focus work, and
they will increase their level of collaboration in the future. Engineering,
Customer Success, Operations, and Sales managers want to be
encouraged to interact with their peers more frequently, whether in formal
all-hands meetings or in a casual setting.
The most common requests from this persona ask for more support from
the space in the following areas:
» Shorter meetings utilizing stand-up desks
» Ability to do independent work, away from my desk
» Brainstorming with white boards or pin-up space
A significant amount of these managers would also appreciate space for
more socialization or area to relax/play games, technology-enhances
collaboration areas, SCRUM or war-room spaces, and spaces to bring
external clients/customers.
SPACE TYPES
» Quiet Library Area with 1-2 person rooms
» Technology-enhanced collaboration areas
» Non-bookable, small meeting rooms
» SCRUM space
» Project War Rooms
» Space to brainstorm with whiteboards
» Social Hub / Event Space / space to bring clients
» Relax/decompress zone
AD HOC COLLABORATIVE
FOCUSED
Managers in Engineering, Customer
Success, Operations, Sales, Legal,
People, and Workplace line up with
this Persona.
Focus
External Mobility
Informal
Collaboration
Formal
Collaboration
Internal Mobility
Engineering, Customer
Success
Sales, Operations
Legal, People,
Workplace
EXTERNALLY MOBILE
FOCUSED
Managers in Corporate IT,
Product, Finance, and Marketing
line up with this Persona.
What the Diagram Illustrates:
This persona is made up of two subsets: Corporate IT and Product
managers, and Finance and Marketing managers. This group relies on the
ability to be externally mobile, meaning that their work calls for them to be
offsite, at other office locations, or to work from home.
It is important to realize that this persona is not only defined by their need
for remote working. While they require tools and policies to enable travel,
their workstyles are still similar even while in different locations: highly
focused with time for formal, scheduled meetings.
Leveraging spaces that allow for seamless virtual collaboration will mean
this persona can spend more time at the office instead of traveling. This
will increase their level of face-to-face informal meetings as they will be
bumping into colleagues during the work day.
In the future, they request more support in the following areas:
» Ability for colleagues or visitors to use touchdown
space
» Host large meetups and events
» Learn from other teams at Client
Other common requests from these managers include spaces to
socialize, relax/play games, do individual work away from desks, and
brainstorm on whiteboards or in a war room.
SPACE TYPES
» Work remotely, in focus settings
» Formal meeting space
» Touchdown areas while visiting
» Social spaces
» SCRUM Space
» Brainstorm Space
» Social Hub
» Relax/decompress zone
» Event Townhall Space
Focus
External Mobility
Informal
Collaboration
Formal
Collaboration
Internal Mobility
Corporate IT
Product
Finance
Marketing
Exampleworkplacepersonas
Appendix:Examplevisioning&programmingdocuments
23. Appendix:Examplevisioning&programmingdocuments
Examplevisioning&programmingdocument
EXERCISE 1 | DEFINING THE VISION
NEEDS
Important to open the ground floor to the street to invite in all-comers
Increase capacity on rooftop deck
Flexible infrastructure that allows us to pivot with evolving F&B styles/tastes
Must be a hang-out, not a one drink and move on venue
Flexibility that allows to us to program for High-low occupancy while
maintaining the “buzzy” vibe
WANTS
LOCAL
ALL
SEASON
FLEXIBLE
GREAT
SERVICE
HANG-OUT
VENUE
LIKES
NEW/ MODERN
SEAPORT.
NOT OLD
BOSTON
RELATIVE
TO FOOD
CULTURE
VIBE
GUESTS FEEL
SUPER
APPRECIATED
LIKE THEY ARE #1
COMFORTABLE
APPROACH-
ABILITY
MULTI-
GENERATIONAL
FITS INTO
THE CITY
WANT IT TO
MATTER
AWESOME ON
ITS OWN.
REMOVED
FROM HOTEL
CONTRAST
FROM YOTEL
INCREASE
CAPACITY
INVITING
NOT TUXEDO
RESTAURANT
GREAT
WOW BAR
WARMTH
EXTEND
THE WEEK
CAPTURE
M-TH
FAVORITE
“THIRD SPACE”
Quiet/ Understated
Casual/ Relaxed
Spontaneous
Personal Choice
Inclusive of Its Local Context
Free to Explore
Familiarity
Classical
High-Touch
EXERCISE 8 | EXPERIENCE DRIVERS
Bold/ Celebratory
Polished/ Formal
Highly Curated
Prefix Menu/ Grab-and-Go
Exclusive of Its Local Context
Structure Experiences
Uniqueness
Contemporary
High-Tech
Crafted
Convenience
Good
Programming
Easy to Change
Technology
LOBBY
ROOFTOP
EXERCISE 2 | DESIRED IMPRESSIONS
“MY THING”
YOU CAN’T GET
WHAT THEY DO
ANYWHERE ELSE.
IT’S A PLACE THAT
MAKES YOU WANT TO
RETURN FOR FOOD,
DRINK, AMBIENCE AND
SERVICE.
“IF YOU ARE DOWN THERE (THE
SEAPORT), YOU MUST STOP BY”
FOR EXCELLENT FOOD AND
BEVERAGE, FRIENDLY SERVICE.
SERVICE IS OUT-
STANDING AND YOU
WILL ALWAYS BE
WELL-LOOKED AFTER.
BOTH VENUES ARE A
TRUE 7-DAY A WEEK
LOCALE THAT BOTH
LOCALS AND TOURISTS
ALIKE LOVE.
YOU CAN’T MISS THIS
THEY APPRECIATE ME
HIDDEN GEM
EXERCISE 10 | CONCEPT DRIVERS
• Sustainability /social
consciousness has become
a decision factor for many
people in making their hotel
choice
• Recent growth in luxury
Eco-tourism is leading
operators to shift their
POV to reflect the market
desires by introducing
sustainable incentives
• Over tourism has become
a serious problem,
brands are looking to work
alongside local government
to integrate environmental
sustainability into their
missions
• Hotels are looking to
reduce their use of natural
resources and design their
physical site to operate
sustainability and
efficiently
THE GREEN REVOLUTION
24. 18
PROGRAM SCENARIO COMPARISON
High-level comparison of the existing space to the program scenarios.
Current vs Proposed Program
Current Floor Plan
Scenario One
Scenario Two
Scenario Three
Scenario Four
USF USF/Seat Offices Workstations Focus Rooms Enclosed Meeting
Rooms
Open Collab
15,071
11,079
11,181
10,905
11,172
184
185
186
198
203
23
9
9
9
15
59
51
51
46
40
0
3
3
3
2
9
8
8
8
6
0
2
2
3
3
19
DDJ Capital
Waltham, Massachusetts
Total Population:
Total Rentable SF Available
Space Program Square Footage 7,641 7,711 7,521 7,705
Circulation + Loss (45% - may change +/- based on building conditions) 3,438 3,470 3,384 3,467
Total USF 11,079 11,181 10,905 11,172
Total USF Per Seat (+ growth for scenario 1 + 2) 185 186 198 203
Work Settings Cap. Size (USF)
Headcount
Supported
Space
Count
Area
Headcount
Supported
Space
Count
Area
Headcount
Supported
Space
Count
Area
Headcount
Supported
Space
Count
Area
Focus Individual Space (USF): 55 55 2,826 55 55 2,896 55 55 2,826 55 55 3,460
Office Size A 1 10x20 200 0 0 - 1 1 200 0 0 - 1 1 200
Office Size B 1 10x13 130 9 9 1,170 8 8 1,040 9 9 1,170 14 14 1,820
Workstation Size A 1 6x6 36 46 46 1,656 46 46 1,656 46 46 1,656 40 40 1,440
Focus - Shared (USF): 5 420 5 420 0 240 0 160
Focus Room 2 80 1: 20 3 240 1: 20 3 240 1: 20 3 240 1: 20 2 160
Growth Workstations 1 36 5 180 5 180 0 - 0 -
Collaborate (USF): 2,060 2,060 2,120 1,750
Huddle Room (4 person) 4 130 1: 15 4 520 1: 15 4 520 1: 15 4 520 1: 15 3 390
Small Meeting (6-8 person) 8 240 1: 40 2 480 1: 40 2 480 1: 40 2 480 1: 40 1 240
Medium Meeting (10-12 person) 12 300 1: 80 1 300 1: 80 1 300 1: 80 1 300 1: 80 1 300
Large Meeting/Boardroom (16-18 person) 18 640 1: 100 1 640 1: 100 1 640 1: 100 1 640 1: 100 1 640
Open Huddle Space 6 60 1: 40 2 120 1: 40 2 120 1: 25 3 180 1: 15 3 180
Socialize (USF): 1,300 1,300 1,300 1,300
Reception 4 200 N/A 1 200 N/A 1 200 N/A 1 200 N/A 1 200
Central Hub/Café 1,000 N/A 1 1,000 N/A 1 1,000 N/A 1 1,000 N/A 1 1,000
Pantry/Coffee Point 100 N/A 1 100 N/A 1 100 N/A 1 100 N/A 1 100
Support (USF): 1,035 1,035 1,035 1,035
Mail Room/Copy Center/Production 150 N/A 1 150 N/A 1 150 N/A 1 150 N/A 1 150
Floor Based Storage/Pantry Storage 80 N/A 2 160 N/A 2 160 N/A 2 160 N/A 2 160
Server Room 200 N/A 1 200 N/A 1 200 N/A 1 200 N/A 1 200
Mothers/Wellness Room 150 N/A 1 150 N/A 1 150 N/A 1 150 N/A 1 150
IT Work Area 100 N/A 1 100 N/A 1 100 N/A 1 100 N/A 1 100
IT Storage 100 N/A 1 100 N/A 1 100 N/A 1 100 N/A 1 100
Lateral Files 3 N/A 25 75 N/A 25 75 N/A 25 75 N/A 25 75
Coat Closet/Luggage Storage 80 N/A 1 80 N/A 1 80 N/A 1 80 N/A 1 80
Client Coat Closet/Luggage Storage 20 N/A 1 20 N/A 1 20 N/A 1 20 N/A 1 20
SCENARIO 4
Two office sizes and workstation size
0% growth - to be accommodated by flexibility
6 additional offices, 1 less huddle space, 1 less focus
space
Sharing Ratio
Sharing
Ratio
Sharing
Ratio
Sharing
Ratio
55
One size office and workstation
+10% Growth (workstations only)
SCENARIO 3
Two office sizes and one workstation size
+10% growth (workstations only)
One size office and workstation
0% growth - to be accommodated by flexibility
SCENARIO 1 SCENARIO 2
PROGRAM SCENARIOS
*The provided program scenarios are intended to be high level. They illustrate how the space may change based on different methodologies of space allocation.
Examplescenariomodeling
Programmingscenarios
2056thfloor-scenario1
BOEING
Oklahoma City, Oklahoma
Total Population:
Total Rentable SF Available
Space Program Square Footage 30,427
Circulation + Loss (45% - may change +/- based on building conditions) 13,692
Total USF 44,119
Total USF Per Seat (+ growth for scenario) 143
Work Settings Cap. Size (USF)
Headcount
Supported
Space
Count
Area
Headcount
Supported
Problem Solving (USF): 155 155 13,870 91
Focus Seat 1 6x6 36 155 155 5,580 91
Coding Cave 5 200 1: 300 1 200 1: 300
Privacy Pods 1 36 1: 75 4 144 1: 300
Focus Room 2 80 1: 150 2 160 1: 300
Multimedia Studio 15 500 1: 150 2 1,000 1: 300
Huddle Room (4 person) 1 130 1: 20 15 1,950 1: 20
Library 10 240 1: 300 1 240 1: 300
Immersion Room 10 240 1: 300 1 240 1: 300
Growth Focus Seats 1 36 121 4,356
Innovation (USF): 8,442
Huddle Room (4 person) 4 130 1: 20 15 1,950 1: 20
Small Meeting (6-8 person) 8 240 1: 300 1 240 1: 300
Medium Meeting (10-12 person) 12 300 1: 300 1 300 1: 150
Large Meeting (16-18 person) 18 640 1: 300 1 640 1: 150
Think Cave 4 500 1: 300 1 500 1: 300
IoT Lab 2+ 600 1: 300 1 600 1: 300
War Room 10 300 1: 300 1 300 1: 150
Innovation Hub 25 1000 1: 300 1 1,000 1: 300
Makerspace 25 1000 1: 300 1 1,000 1: 300
Lab 18 640 1: 300 1 640 1: 100
Quiet Pods 1 36 1: 150 2 72 1: 100
Side by Side Table 8 300 4 1,200 1: 500
Community (USF): 6,980
Game Room 500 N/A 1 500 N/A
Kombucha/Beer Tap 100 N/A 2 200 N/A
Open Huddle Space 60 N/A 6 480 N/A
Bleachers 100 N/A 1 100 N/A
Town Square 1000 N/A 1 1,000 N/A
Central Hub/Café 2,000 N/A 1 2,000 N/A
Pantry/Coffee Point 100 N/A 1 100 N/A
Team Zone 200 8 1,600
Client Briefing 500 2 1,000
Support (USF): 1,135
Mail Room/Copy Center/Production 150 N/A 1 150 N/A
Floor Based Storage Storage 80 N/A 2 160 N/A
MDF Room 200 N/A 1 200 N/A
Mothers/Wellness Room 150 N/A 1 150 N/A
Lockers 100 N/A 1 100 N/A
IDF Room 100 N/A 2 200 N/A
Lateral Files 3 N/A 25 75 N/A
Coat Closet/Luggage Storage 80 N/A 1 80 N/A
Client Coat Closet/Luggage Storage 20 N/A 1 20 N/A
281
Using the predictive analytics tool to assume how
many people will come to the office and need desks.
Number of days in determines the sharing ratio for
those individuals
Assumes 60% Come in and
SCENARIO 1 SCENAR
Sharing
Ratio
Sharing
Ratio
• 148people(53%)fulltime
• 22people(8%)fourdaysintheoffice
• 37people(13%)threedaysintheoffice
• 26people(9%)twodaysintheoffice
• 15people(5%)onedayintheoffice
• 33people(12%)zerodaysintheoffice
Programmingscenarios
2056thfloor-scenario2
BOEING
Oklahoma City, Oklahoma
Total Population:
Total Rentable SF Available
Space Program Square Footage 30,427
Circulation + Loss (45% - may change +/- based on building conditions) 13,692
Total USF 44,119
Total USF Per Seat (+ growth for scenario) 143
Work Settings Cap. Size (USF)
Headcount
Supported
Space
Count
Area
Headcount
Supported
Problem Solving (USF): 155 155 13,870 91
Focus Seat 1 6x6 36 155 155 5,580 91
Coding Cave 5 200 1: 300 1 200 1: 300
Privacy Pods 1 36 1: 75 4 144 1: 300
Focus Room 2 80 1: 150 2 160 1: 300
Multimedia Studio 15 500 1: 150 2 1,000 1: 300
Huddle Room (4 person) 1 130 1: 20 15 1,950 1: 20
Library 10 240 1: 300 1 240 1: 300
Immersion Room 10 240 1: 300 1 240 1: 300
Growth Focus Seats 1 36 121 4,356
Innovation (USF): 8,442
Huddle Room (4 person) 4 130 1: 20 15 1,950 1: 20
Small Meeting (6-8 person) 8 240 1: 300 1 240 1: 300
Medium Meeting (10-12 person) 12 300 1: 300 1 300 1: 150
Large Meeting (16-18 person) 18 640 1: 300 1 640 1: 150
Think Cave 4 500 1: 300 1 500 1: 300
IoT Lab 2+ 600 1: 300 1 600 1: 300
War Room 10 300 1: 300 1 300 1: 150
Innovation Hub 25 1000 1: 300 1 1,000 1: 300
Makerspace 25 1000 1: 300 1 1,000 1: 300
Lab 18 640 1: 300 1 640 1: 100
Quiet Pods 1 36 1: 150 2 72 1: 100
Side by Side Table 8 300 4 1,200 1: 500
Community (USF): 6,980
Game Room 500 N/A 1 500 N/A
Kombucha/Beer Tap 100 N/A 2 200 N/A
Open Huddle Space 60 N/A 6 480 N/A
Bleachers 100 N/A 1 100 N/A
Town Square 1000 N/A 1 1,000 N/A
Central Hub/Café 2,000 N/A 1 2,000 N/A
Pantry/Coffee Point 100 N/A 1 100 N/A
Team Zone 200 8 1,600
Client Briefing 500 2 1,000
Support (USF): 1,135
Mail Room/Copy Center/Production 150 N/A 1 150 N/A
Floor Based Storage Storage 80 N/A 2 160 N/A
MDF Room 200 N/A 1 200 N/A
Mothers/Wellness Room 150 N/A 1 150 N/A
Lockers 100 N/A 1 100 N/A
IDF Room 100 N/A 2 200 N/A
Lateral Files 3 N/A 25 75 N/A
Coat Closet/Luggage Storage 80 N/A 1 80 N/A
Client Coat Closet/Luggage Storage 20 N/A 1 20 N/A
281
Using the predictive analytics tool to assume how
many people will come to the office and need desks.
Number of days in determines the sharing ratio for
those individuals
Assumes 60% Come in an
SCENARIO 1 SCENAR
Sharing
Ratio
Sharing
Ratio
• Anticipates168peopleregularlyintheoffice(60%)
• Assumes113peopleworkingfromhome(40%)
BOEING
Oklahoma City, Oklahoma
Total Population:
Total Rentable SF Available
Space Program Square Footage 30,427 30,442
Circulation + Loss (45% - may change +/- based on building conditions) 13,692 13,699
Total USF 44,119 44,141
Total USF Per Seat (+ growth for scenario) 143 174
Work Settings Cap. Size (USF)
Headcount
Supported
Space
Count
Area
Headcount
Supported
Space
Count
Area
Problem Solving (USF): 155 155 13,870 91 91 10,093
Focus Seat 1 6x6 36 155 155 5,580 91 91 3,262
Coding Cave 5 200 1: 300 1 200 1: 300 1 200
Privacy Pods 1 36 1: 75 4 144 1: 300 1 36
Focus Room 2 80 1: 150 2 160 1: 300 1 80
Multimedia Studio 15 500 1: 150 2 1,000 1: 300 1 500
Huddle Room (4 person) 1 130 1: 20 15 1,950 1: 20 15 1,950
Library 10 240 1: 300 1 240 1: 300 1 240
Immersion Room 10 240 1: 300 1 240 1: 300 1 240
Growth Focus Seats 1 36 121 4,356 100 3,586
Innovation (USF): 8,442 12,198
Huddle Room (4 person) 4 130 1: 20 15 1,950 1: 20 15 1,950
Small Meeting (6-8 person) 8 240 1: 300 1 240 1: 300 1 240
Medium Meeting (10-12 person) 12 300 1: 300 1 300 1: 150 2 600
Large Meeting (16-18 person) 18 640 1: 300 1 640 1: 150 2 1,280
Think Cave 4 500 1: 300 1 500 1: 300 1 500
IoT Lab 2+ 600 1: 300 1 600 1: 300 1 600
War Room 10 300 1: 300 1 300 1: 150 2 600
Innovation Hub 25 1000 1: 300 1 1,000 1: 300 1 1,000
Makerspace 25 1000 1: 300 1 1,000 1: 300 1 1,000
Lab 18 640 1: 300 1 640 1: 100 3 1,920
Quiet Pods 1 36 1: 150 2 72 1: 100 3 108
Side by Side Table 8 300 4 1,200 1: 500 8 2,400
Community (USF): 6,980 6,980
Game Room 500 N/A 1 500 N/A 1 500
Kombucha/Beer Tap 100 N/A 2 200 N/A 2 200
Open Huddle Space 60 N/A 6 480 N/A 6 480
Bleachers 100 N/A 1 100 N/A 1 100
Town Square 1000 N/A 1 1,000 N/A 1 1,000
Central Hub/Café 2,000 N/A 1 2,000 N/A 1 2,000
Pantry/Coffee Point 100 N/A 1 100 N/A 1 100
Team Zone 200 8 1,600 8 1,600
Client Briefing 500 2 1,000 2 1,000
Support (USF): 1,135 1,135
Mail Room/Copy Center/Production 150 N/A 1 150 N/A 1 150
Floor Based Storage Storage 80 N/A 2 160 N/A 2 160
MDF Room 200 N/A 1 200 N/A 1 200
Mothers/Wellness Room 150 N/A 1 150 N/A 1 150
Lockers 100 N/A 1 100 N/A 1 100
IDF Room 100 N/A 2 200 N/A 2 200
Lateral Files 3 N/A 25 75 N/A 25 75
Coat Closet/Luggage Storage 80 N/A 1 80 N/A 1 80
Client Coat Closet/Luggage Storage 20 N/A 1 20 N/A 1 20
281
Using the predictive analytics tool to assume how
many people will come to the office and need desks.
Number of days in determines the sharing ratio for
those individuals
Assumes 60% Come in and 40% never come in
SCENARIO 1 SCENARIO 2
Sharing
Ratio
Sharing
Ratio
Howdotheseprogramswork
intoyourtestfitsforyourfloors?
Appendix:Examplevisioning&programmingdocuments
