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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

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Managing Creativity 0930 Lecturer: Dr. Bruce Carnie Student: Isobelle Pover-Leong Š Number: 3293619 October 2010

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

Contents Part 1.0

1.1 INTRODUCTION PROJECT SCOPE 1.2 PROJECT MISSION 1.2.1 POLICY 1.2.2 LOCATION 1.3 A VISIONARY 1.3.1 PROJECT VISION 1.3.2 PROJECT STRATEGY Actions Outcomes Tactics Aims Statistics 1.4 BACKGROUND TO THE IDEA 1.4.1 ESTABLISHMENT OF IDENTITY 1.4.2 ESTABLISHMENT OF THE IDEA 1.4.3 PROJECT ENROUTE AIMS

Part 2.0

2.1 ORGANISATION MODEL DESIGN 2.1.1 ANATOMY OF AN ORGANISATION - FIGURE 1 2.1.2 PROJECT GOVERNANCE 2..2 PARTNER CITY OF SYDNEY 2.3 ORGANISATION DESIGN 2.3.1 ORGANISATION DESIGN - FIGURE 2 2.3.2 PEOPLE RESOURCES TEAM ENROUTE 2.4 COMMUNICATION WITH STAKEHOLDERS GROUPS

4 5 5 6 7 7 8 8 8 9 9 9 10 10 12 12

13 14 15 17 18 19 20 21

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

Part 3.0 3.1 RISK MANAGEMENT: PRINCIPLES 3.1.1 RISK PROBABILITY TABLE/1 3.1.2 RISK PROBABILITY TABLE/2 3.1.3 RISK PROBABILITY TABLE/3

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Part 4.0 4.1 ANATOMY OF PROJECT MANAGEMENT 4.2 VALUE ADDING 4.3 ANATOMY OF TACTICS: PLANNING MODE 4.3.1 EVOLUTIONARY MODE 4.3.2 PROSPECTOR MODE 4.5 FOCUS STRATEGY 4.6 ANATOMY OF FUNDING

27 28 29 30 30 31 32

Part 5.0 5.1 CRITICAL PATH: DESIGN COMMUNICATION PROCESS 5.2 SPECIFICATION PROCESS 5.3 INSTALLATION PROTOTYPE 5.4 INSTALLATION DESIGN COMMUNICATION 5.4.1 INSTALLATION STRATEGY 5.4.2 INSTALLATION OBJECTIVES 5.4.3 INSTALLATION LOCATIONS

33 34 38 39 40 41 42

Part 6.0 6.1 ACQUITTAL 6.2 REFERENCES 6.3 ACKNOWLEDGEMENTS 6.4 APPENDIX

43 44 45 47

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Part 1.0

COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

1.1 INTRODUCTION PROJECT SCOPE It is envisaged that ENROUTE is the first of many pilot project’s to promote safe cycling practices and proficiency in the central business district and surrounds of Sydney City. It uses the discipline of an Arts and Design practice to conceptualise journeys in a mode of transport that effects the relationship of our urban environment for its protection and improvement. The medium is communication technologies that are the network of sociability, for this reason it can synthesise many aspects that are desirable to improve our urban environment and wellbeing. The ENROUTE project aims to demonstrate, in the medium of technology, a three dimensional design piece, to promote data collection by cyclists using the internet. Data that is captured to observe and assess the journey and travel behaviour of cyclists. This data be a predictive tool to visualise new developments in urban and traffic planning. ENROUTE demonstrates an Arts and Design project that has functional social benefits using the medium of mobile phone capture of imagery, video and photographic. The methodology of this production synthesizes disciplinary work as a cumulative process that has many possible outcomes for the Art and Design practitioners and those involved in its research, production and manufacturing. The project requires the physical capture of video material, cartography, graphic design, sculpture, photography, electronics, three dimensional design and manufacture. The foundation idea throughout the project ‘ENROUTE’ has been personal freedom and safety, moving about one’s urban space, social wellbeing the other consumerism with objects and their ownership. 'The term 'collaborative consumption' is used to describe the cultural and economic force away from '’hyper consumption’ to re-invented economic models of sharing, swapping, bartering, trading or renting that have been enabled by advances in social media and peer-to-peer online platforms.1 'The concept has been championed by R.Botsman and R.Rogers, (June 2010), ABC Television's Big Ideas programme included a segment showing Botsman's speech at the TEDx Sydney conference in 2010, describing collaborative consumption as "a new socio-economic 'big idea' promising a revolution in the way we consume".2

1

R.Botsman, R.Rogers, What’s Mine’s Yours: The Rise of Collaborative Consumption , 2010 http://www.collaborativeconsumption.com

2TED

Sydney Conference 2010 http://www.abc.net.au

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

_____________________________________

1.2 PROJECT MISSION To promote sustainable transport for inner city precincts that demonstrates a clean and nonhazardous effect in our city environments, a low reliance on fossil fuels, a shift of attitudes from dependance on motorised transport to the independence of making journeys by bicycle. _____________________________________

1.2.1 POLICY Sustainable transport and planning ‘To influence travel behaviour it is imperative that needs of a community are considered and captured through good quality planning before infrastructure is put in place. Destination analysis and planning software will enable developers to predict travel behaviour and trip generation. This should ensure that, from inception to maturity, appropriate sustainable travel choices can be provided both within and beyond Growth Points and Eco-towns.’ Opportunities must be created within the planning process to make cycling, walking and public transport the modes of choice. These modes must be made more convenient for the majority of journeys than car usage, to promote genuine modal shift. They should be supported by the necessary management and regulatory measures (e.g. Traffic Regulation Orders).3 _____________________________________

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Building Sustainable Transport into New Developments, Department of Transport, UK, April 2008

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

1.2.2 LOCATION The settlement of Sydney began on 26 January 1788, when the 11 ships of the "First Fleet" dropped anchor at Sydney Cove by 1842 the City of Sydney was established with 30,000 people. The City’s streets have been the subject of ongoing modifications, alterations and confusions. Many streets have disappeared, been realigned, or renamed; while many others are being created. There are 33 precincts of the Local Government, comprising a site area of approximately 26.15km². ‘Many would argue that the haphazard quality of its street alignments gives Sydney a charm that no city constrained by grids or directed into planners’ artistic curves of roads could ever achieve.’ 4 ( S. Fitzgerald 1995) Its central business district is estimated to have 483,000 people travel to the City on any day to shop, be educated, conduct business with firms in the City or simply to be entertained. This is additional to the 385,000 daily workforce in the City and over 2.6 million visitors to the Sydney Metropolitan area. (June 2008) ‘The City of Sydney is committed to cooperating with residents, government and transport operators to provide a high quality transport network for a sustainable, vibrant City. Cycling is a convenient, sustainable and enjoyable way to get around Sydney. Construction of a high quality network of cycle paths and lanes that will make cycling a relaxed, safe, mainstream transport option for adults and children.’5 _____________________________________ Dawes Point Reserve on Sydney Cove. Sydney. Andrew Watson 2009 <<

4

S. Fitzgerald, Sydney Street's: A Guide to Sydney City Street Names, 1995

5

City of Sydney Government, About Sydney, Parking and Transport, www.cityofsydney.nsw.gov.au 2008

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

1.3 VISIONARY Jan Ghel, Danish Architect and Urbanist

“A good city is like a good party - people stay longer than they planned to because they are enjoying themselves.” Professor Jan Gehl “Gehl's study will be a landmark urban design initiative for the City to help strike a balance between people, cars and the built form.” Lord Mayor Clover Moore MP Sydney CBD Public Spaces Public Life Survey 20086

1.3.1 PROJECT VISION 1. To promote cycleway routes throughout the City of Sydney CBD that demonstrate the principals of transportation by human powered mode for; safety, health and the ecology. 2. This vision is achieved with proactive collaboration of the community, the government bodies and local councils, these are empowered to inspire and invigorate our environment. 3. To create a ‘pilot project’ to encourage bicycling as a contribution to the social wellbeing of the community. _____________________________________ 6

http://www.cityofsydney.nsw.gov.au/development/CityImprovements/RoadsAndStreetscapes/PublicSpacesSurvey.asp

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

FOR FUN VIMEO VIDEO ‘In the big picture, more cyclists mean fewer cars on the road and less air pollution. The European Cyclists' Federation is pushing for greater funding for bike-friendly initiatives in urban settings. The ECF estimates that increasing cycling levels from 5 to 15 percent in Europe could reduce carbon dioxide emission by 50 million tons and plans to do so by 2020. Fifteen thousand people already bike into Greater Copenhagen from the suburbs, so these "bicycle superhighways" will enhance their commute and also make cycling more appealing for those who do not. ’ Stephanie Robichaux, September 23, 2009

1..3.2 PROJECT STRATEGY Actions To engage bicyclists in activities that promote • Safety, health and fun with the activity of city cycling. To broadcast in key locations in the CBD • Advertising, arts activities, social systems. To create a central CBD location base for • Broadcasting bicycling activities. To maintain a City presence • Increasing bicycling participants. To create secure stand and rack spaces for bicycles in ‘car parks’, parks and pedestrian precincts in the CBD • Create visibility, ease of use, create a mentality of good planning and community. To fund the increase of numbers of participants in the audience demographic • Create income from the hire and advertising of bicycles • Create new business in local deliveries • Enable small business opportunities Outcomes • Minimise greenhouse gas emissions • Manage the impact of climate change • Localise City amenities • Reduce reliance on traditional transport energy resources

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

• Don’t own a car • Don’t have driver’s license • Maintain economic competitiveness • Improve health and well-being • Livable green network to encourage walking and cycling linking activity hubs, city centre • Active main streets lanes pedestrian and cyclist priority • Densely planted trees roadways • Ribbons of green pubic access to the Harbour’s edge • Celebrates outdoor life • Take action through effective partnerships Tactics 1. Create and promote social activity project: arts - audio visual, photography, biographies. 2. Create a presence with strong branding in Advertising and promotion; livery, web, print and radio. 3. Establish a central location based on the most dense population of commuter and student groups. 4. Critical selection of equipment for hire: foldable, easy to use, lightweight, durable, safe. 5. Raise awareness through partnership, sponsors and promote these groups on Livery designs and Advertising. Goals Urban journeys using bicycle transport to capture data as a resource for the promotion and planning of cycleway systems within a social urban environment. The outcomes potentially promote a mobility system with the easy hire, pick-up and drop off at inter-model journey points, without ownership and maintaining a bicycle. 1. to enliven our City’s urban environment for the primary purpose of social interaction. 2. to inspire the design structure and development of urban environments that encourage social interaction. 3. to create a green innovation by reducing noise, carbon pollution of motorised congestion to a low level in the environment. Statistics 1. 1,154,077 bicycles sold per annum against 937,328 motor vehicles, ratio of bike to cars sold 123%. 7 2. $3.8 million has been allocated to 78 councils for 93 local cycleway projects.* 3. There are now more than 3900 km of cycleways in NSW*. 4. Social/recreational purposes continue to be the primary reason for bicycle trips especially for weekends.* 5. Students and the unemployed have the highest rates of bicycle use.* 8(2005) 6. There are an average of 131,249 bicycle trips made every day in the greater Sydney Region.9 7

National Cycling Data, 2007

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*RTA, Cycling in Sydney, 2008

9

Ministry of Transport, RTA, ‘Cycling in Sydney Bicycle ownership and use’. p4 Geographical Distribution April 2008,

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

‘The City wants Sydneysiders to choose cycling as their sustainable and convenient form of transport. Work has been undertaken on a 200 km cycleway network that includes 50 km of separated cycleways. This infrastructure, along with the City's free cycling courses,  cycling events and education campaigns  will help make Sydney a more cycle-friendly city.’10 (2007)

1.4 BACKGROUND TO THE IDEA Technology offers navigational systems in common usage delivered by wireless connectivity and a part of the contemporary urban lifestyle. Everything out there can be searched, found, watched listened to and traced. Products and commerce, such as maps with views from distant space to ground level ‘street views’, displaying details of density, fabrication, style, layout, transport systems, population centres and statical information available to decipher and interpret everything that moves throughout our environment.

1.4.1 ESTABLISHMENT OF IDENTIFICATION Creating an identity to mark the territory for the cyclist, promoted by Bike Buddies and the ENROUTE hire system to attract new users as a contender to motorised transport. The aim is to change the mindset from a road hinderance, accident prone nuisance to a pro-active, community and social interactivity. The registration of a business operation requires a name to register with Corporate Affairs and the Australian Tax Office, this registers as a legal entity that s bound by rules, regulations, law, and restrictions, all a series of guidelines on a business and its operation in the economy and community. It creates a brand image that is constructed with a set of values that it intends to uphold. These aspects are visually represented by a set of graphic components that delver it through a range of mediums such as advertising, publicity, promotions, sales and service. Branding is a form of labelling that communicates and flags a business organisation to its user and target audience, the demographics that it needs to respond to. Identification Example Designer Patrick Jouin Designed the hire cycle and hire stations for the Parisian Vélo system. 48 Boulevard de la Bastille, Paris.

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This is a specialied and highly contrived visual communication. It needs to convey all and everything that the institution wishes to deliver, it needs to be persuasive, noticeable, legible and talk to its audience. It needs to uphold the vision and the mission of the people it serves both inside the organisation and the marketplace. It needs to be distinctive where there are many organisations in its category, it needs to stand out from the crowd to assert itself, it is both the badge and the shield.

http://www.cityofsydney.nsw.gov.au/2030/, 2007

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

A branding device can be constructed of several components such as a wordmark, a set of colours, a specifically authored term know as a tag line or a descriptor. it can use a preselected set of materials and fabrication of which has simple and subtle messages and associations. it is a contrived communication and it takes time for it’s implementation of many items within a organisation, these can be preselected ‘corporate messengers’ for communication and broadcast. The brand can have several layers of meaning and not all revealed immediately. The can be derived from history, culture, desired associations, be literal, play with words and meaning, double entendres and have a visual pun or hidden symbol that reveals to leave a good and lasting impression with the reader. A corporate identity has many levels of functionality. It is a visual system of communication for both the people who work inside and those outside the organisation. It visualises the components of an organisation; its people, what tasks and duties they perform, it’s values, products and services. It advertises and promotes these to the community. It establishes over a time, a personality that represents all those aspects and has a tone of voice and characteristics that become synonymous with any associative representations.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

1.4.2 ESTABLISHMENT OF THE IDEA Place the project on a firm ground and create the opportunity for its success. Bicycle journeys are recorded in urban precincts and captured in a database to be used for developing cycleway systems, promoting their benefits and planning the development of urban design and commercial precincts. To make bicycle movement accessible for everyone, a hire system is to be established reducing ownership costs, maintenance and insurance of a personal bicycle. The responsibility of ownership becomes third party such as a local council, a commune, or a private enterprise. Partnered by local businesses and transport modes such a train stations and ferry quays to participate in the long term goal of sustainable cyclist and pedestrian movement, urban design and commercial vitality.

1.4.3 PROJECT ENROUTE AIMS To promote mobility in city precincts, a self-service hire system to pick-up and drop-off a bicycle at docking stations will enable casual to regular transport. Membership offers the hire of a cycle with Member Account (access fee) and for the amount of time a rider has it (usage charge) debited from a Member’s account at the end of an access period. Creating and producing outdoor three dimensional, signage system that is integrated in urban design and promotes art and design works that function as a wireless port to display and capture data for statistics and public information. Promoting a registration online for localised mobility cycle pick-up and drop-off • Capturing cyclists movements in their urban environment; where, why, when, duration, journey plotting • Data used to improve existing cycleways • Lobbying for the design of transport systems that preserve the environment and enrich personal wellbeing and promote health and safety • Creating smaller localised centres for social support and interaction • Signed cycling routes • Quieter routes recommended by other cyclists • Greenways through parks and harbourside • Off-carriage way alternatives to busy roads  • Stations and Quays with cycle parking • Useful information and contacts  • Creating a web site that is functional, attracts and adds opportunity for; bookings, interaction blogs, sales, promotion, maintenance, planning, learning about urban/bio-environment.

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Part 2

COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

2.1 ORGANISATION MODEL DESIGN • • • •

An organisation exists to achieve something’, ‘effectively achieved through a group effort’ 11 (Robbins, Bardwell, 2006) An organisation is a consciously managed and co-ordinated social entity, with an identifiable boundary, which functions on a relatively continuous basis to achieve a common goal or set of goals 12 (Robbins, Bardwell, 2006) It is a group of people who interact in a composition of defined patterns that are managed and co-ordinated to achieve the organisations interests.

A case study, ‘Virgin Blue takes to the skies’13 , an example model for this project. It’s fundamental organisational structure, attitudes, persona and image, its location of startup being a political advantage appear to be tactics of significance for the successful startup of the Encore Project. An initial layout to identify essential tasks to launch the project, expanding these within the guidelines of the Mission and its vision. The diagram indicates how tasks are allocated and the flexibility with these. How areas of responsibility are connected or flow throw in a sequential order. it shows a warp and weft style of how people their tasks, ideas and duties are interconnected and rely on each other’s performance, these are deliberate directions that promote the organisations interests. The project proposal has at its core a communication executed as a public arts project as a means of generating broadcast. The language and intellect of an arts community is the creative fun and driver of its personnel. The five key areas of personnel; 1. Project team and founder, 2. Bike personnel, 3. Partners and 4. Audience Demographic, Non hierarchal communication and leadership may be most productive way, to utilises the diversity of each group.

11

S.Robbins, N,.Barnwell, Organisational Theory , Concepts and Cases, Pearsons, 2006, page 7

12 S.Robbins, N,.Barnwell, Organisational Theory , Concepts and Cases, Pearsons, 2006, page 6 13

S.Robbins, N,.Barnwell, Organisational Theory , Concepts and Cases, Pearsons, 2006, Part 1, Introduction.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

2 . 1. 1 A n a t o m y o f a n o r g a n i s a t i o n

Figure 1 ’ Create an Organisation’, visualises the EIGHT main areas of Human Resources and the tasks each is responsible for, some are shared tasks as these are the result of experiences on a daily basis. Tasks are actioned. (see page 6)

Project Governance: Organisation Identify essential tasks Define into areas of responsibility

2 BUSINESS Project Manager Finding Partners

1 FOUNDER Project Planner decision maker co-ordinator

PROJECT PROPOSAL Mission, Aims Operation, Scope, Strategy, Tactics

7 CONSULTANTS Research, Stats, Advisors

8 FUNDING PARTNERS for Project Money

Identify essential tasks

3+4+5 COMMUNICATION BRANDING & ADVERTISING "Making a noise, as much as possible"

Project Tasks Government Funding Partnerships Sponsorships Grants Risk analysis Products & Service costs Profit & Loss statements Reports Communication ideas

6 PRODUCTION MANAGER Project Tasks

4. ARTS Project Manager "Call for Entries" Plan, manage timing, specifications, costs, quotations. Oversee the production of Web, Video, Print, 3D processes delivery and installation.

Project Tasks

Project Tasks

Team leadership Organisational Plan New ideas Vision Inspiration Team mentoring Reports Direction

5 DESIGN Team Practitioners

3 FOUNDATION BIKE Team LEADER Practitioners Abassadors Advisors

Project Tasks

Project Tasks

Arts projects Competitions Market research Data Collection Communication ideas

Communication Strategy Communication ideas Design & Branding; uniforms, livery, website project office Products & Service ideas print and signage

Purchase Bikes Test routes Maintenance procedures Risk analysis Insurance and Liabilities Bike Road Laws Cycling Proficiency Communication ideas Products and Service

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

2.1.2 PROJECT GOVERNANCE RESPONSIBILITIES, TASKS & AIMS 1. FOUNDER Team leadership • Direction Organisational Plan • Reports New ideas • Vision Inspiration Team mentoring To engage bicyclists in activities that promote • Safety, health and fun with the activity of city cycling. 2 PROJECT BUSINESS MANAGER Government Funding, Partnerships, Sponsorships, Grants Risk analysis Products & Service costs Audit, Profit & Loss statements Communication ideas To create secure stand and rack space for bicycles in ‘car parks’, parks and pedestrian precincts • Create visibility, ease of use, create a mentality of good planning and community. • To fund the increase of numbers of participants in the audience demographic • Create income from the hire and advertising of bicycles • Create new business in local deliveries • Enable small business opportunities 3. FOUNDATION TEAM Rider proficient, traffic laws, rules, regulations, safe practice CBD knowledge, ambassadors of Sydney Maintenance, security and operation of Hire System To maintain a City presence • Increasing bicycling participants.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

4. ARTS PROJECT MANAGER Arts Funding New Arts projects, Competitions Market research, Data Collection, Communication ideas To broadcast in key locations • Advertising, arts activities, social systems. 5. DESIGN TEAM Communication Strategy • Communication ideas Design & Branding; corporate brand, uniforms, livery, website, project office, print and signage Products & Service ideas To broadcast in key locations • Advertising, arts activities, social systems. "Making a noise, as much as possible.” To create a central CBD location as a base for • Broadcasting bicycling activities. 6. PRODUCTION MANAGER To plan and manage timing, specifications, costs, quotations. Oversee the production of Web, Video, Print, 3D processes their manufacture, delivery and installation. 7. CONSULTANTS advisors research in Sports, Health and Leisure, Urban, Architecture, Civil Engineering, Signage manufacture, Materials and Fabrication, Legal Services, Health and Safety advisor. 8. PARTNERS There are a number of potential partners to be assessed and approached with a proposal ranging from government to commerce service and products. Each potential partner requires and individually tailored proposal outlining the aims and benefits to their business, the associations these can make and how this will be received by their established audience.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

2.2 PARTNER City of Sydney City of Sydney > Word Mark and Symbol

The first approach is planned to the largest beneficiary and benefactor, the City of Sydney local council as cited in this proposal their aims for the projected years until 2020 with dedication to reduction of the use of fossil fuels and its impact on the environment. This council has a integral relationship with the Road and Traffic authority of NSW and this can be aligned and leveraged compatibly with this aims of this project. The City of Sydney supported ‘The Dreams on Wheels’ exhibition was held at the University of Technology, Sydney in June 2008 to feature the Danish culture of cycling and innovative Danish bicycle design. Motivated by how a ‘cyclocentric’ approach to urban development can stimulate sustainable civic behaviour, the exhibition promotes cycling in a broader cultural context, displaying Danish urban cityscapes alongside urban visions for Australia by Danish architect Jan Gehl.

left > Vélib, 2 Boulevard Richard Lenoir, Paris.

far right >> Chicago, B-Cycle system, starting small with a 100 bike pilot program. Vinzcha, Flickr

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

2.3 ORGANISATION DESIGN - FIGURE 2 page 19. Figure 2, on the following page, shows the structure of the organisational parts showing four resources; Human, Financial, Information and Physical. The ‘warp’ and a ‘weft’ structure is fabricated with tasks, responsibilities, skills, experience and knowledge. The organisation has a flow, energised by the human resource’s ideas, motivation and inspiration called ‘soft stuff’’ this requires thinking, acknowledgment and skillful report writing to realise ‘soft stuff’ as factual and evident. These are often invisible and reveal as interpersonal relationships develop. The team members have a diversity and mix. The working methodologies emanate from the leadership style of management that is participative and democratic. The organisation is professional and the intellectual abilities and skills of employees are similar and complementary. Most tasks will be self directed and intrinsically motivated.14 Leadership and direction are delivered in transparent style using open discussion and invited questions, the ‘what ifs?’ and ways of problem solving to be considered with divergent and convergent thinking as a systematic method. To establish a process will realise the skills and knowledge that aren’t immediately tangible.

• Documenting with short criteria for aims. • Factual presentation • Discussion of problems points • Consider extents, such as timing, costs, requests ‘feedback’ - possibilities • Addition and reduction to essential data. • Revise and represent the data. The website will provide interactive data from the Audience to be used as a rich resource for observation and planning.

14

S.Chapman, C.Norris, N.Devenish, L.Merritt, Business Studies in Action, John Wiley & Sons, Australia, 2005

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

2.3.1 ORGANISATION DESIGN PROJECT ENROUTE

Funding Partners MISSION

Financial Report

hard stuff facts & figures

Figure 2

Equipment Office

Physical Resources

Human Resources

Equipment Arts

Enroute Office Bike Shed Lease

soft stuff Intellectual Property

Equipment Buddie's Bikes

Resource Partners

Team Enroute VISION

NewArts Comps Projects

New ideas

AUDIENCE Demographic Commuters Students, Locals Tourists, Visitors

Questionnaires, Competitions Webinars

FOUNDER Direction

skills knowledge expertise

Resource

Web Site

Project People

synthesis

soft stuff

Arts Projects Enroute

New ideas

Information Resources

Advertising Revenue

Audit

Information Resources opinions perspectives ideas

Financial Resources

soft stuff

Reports, Documentation: Written, Illustrated, Photographed Powerpoint, Videos

soft stuff thinking

Resource Bike Buddies

Recommendations, Reports and Documentation

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

2.3.2 PEOPLE RESOURCES TEAM ENROUTE

1. Project Founder - visual communications: creative management, direction and leadership, motivation and inspiration 2. Business Project Manager Finance and Business Planner, Development: Partnerships, Sponsors, Legal and Risk Management - Contractual, Insurance, Property & Leasing. 3. Foundation Bike Team: Technical specialists in bicycling activities: Sports & Leisure, Ambassadors of the city, Cycling Proficient 4. Arts Project Manager - promotions & marketing: to leverage partnership and sponsors 5. Designers: Web applications, industrial, visual communications, spacial and urban environments, Graphic Designer, Advertising and Communications 6. Production Manager: all collateral: project scheduling, Print and Production, 3D processes and manufacture, installation 7. Consultants: Experienced advisors research of Sports, Health and Leisure, Urban, Architects, Civil Engineer 8. Partners: Sydney City Council, Roads and Traffic Authority. 1 Project founder

3 Bike Buddies

3 Foundation Bike Team Leader

2 Business Project Manager + rider

4 Arts Project Manager

7 Architect + rider

5 Art Director +rider

3 Bike Buddy

5 Graphic designer

ENROUTE

5 Spacial designer+rider

6 Production Manager

5 Web designer + rider 8 Partners: Sydney Council

7 Urban Designer + rider 8 Partners: RTA

<<FIGURE 3 This layout expresses • there is a shared central vision. • the diversity and organic nature of a team is group organism where individuals take varying degrees of responsibility throughout the duration of each project. • demonstrates members to have several skills and an investment in the development of their environment. • members move in and out of a project at different points in its duration. • every member is an asset to the team. • there is a culture of collaborative thinking. • there is a focus on vision and culture.

3 Bike Buddies

5 Apps developer

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

2.4 COMMUNICATION WITH STAKEHOLDER GROUPS Methods of communication are offering more choices from pen and paper to many forms of personal mobile , PDA’s. This can make tracking and collation messy and unrecorded. A vital piece of information maybe stored incorrectly, misplaced, trashed and unretrievable. There will be points of difference on this issue and it needs constructing and a little time to trail and revise before the project gets underway. There are companies who consult on; communication pathways, intellectual property, who sees what, a need to know basis, and protection of company data as a silo. There are new technologies that smooth the pathways and protect information from loss and intellectual theft. One such company CISCO have a portfolio of many technologies and support to enable the smooth collection, transference and protection of information. This project relies on internet and wireless platforms and this issue could be examined under ‘risk’. 1. A clear methodology needs to be laid out this will formalize a process and aim at informing the team and extended into workstations not in the project office.Assign the team leader for each area to collect information. 2. Report need to have a pro-forma that everyone will recognise and use the format.Use the internet to broadcast fundamental issues and raise Q&A 3. Agree on a set of areas for; investigation, quantitive response, progress report on each stage of the project development and the implementation of an action plan. 4. Report on these and meet one month or at agreed regular interval meetings. 5. Responses on agreed reporting and revision of these after a Q&A. 6. Delegate from a revised action list to respond at a following meeting. 7. Online, Introduce and publish, the staff and stakeholder profiles as each member joins the project, giving scope of responsibilities and actions. 8. Invite and create an agenda for special ‘fun’ meetings that kick-off with presentations of two to three important problems items. 9. Set guidelines such as strict time limits. 8. Solve this as a teams based think tank topics that create new outcomes to ideas.

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Part 3.0

COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

3.0 RISK MANAGEMENT PRINCIPLES Effect of uncertainty on objectives

‘Risk management can be applied to an entire organisation, at its many areas and levels, at any time, as well as to specific

functions, projects and activities.’15 (VMIA from ISO 2009)

Strategies and decisions, operations, processes, functions, projects, products, service and assets. Managing a project is managing its risks, finding the problems and the positive outcomes. Project management is risk management in the scope of maintaining the customer relationship to protecting the projects critical path. By examining potential risks or threats in a project the solutions can effect value to the product and an improvement in its service for the customer and relations. The process is both productive and creative. Risk can be defined as ‘Variance of deviance from the plan, a hazard or an opportunity with the expectations of timing, financial and customer or user.

Risk management Principles The International Organisation for Standardisation (ISO) identifies the following principles of risk management 16 applied to project ENCORE as set out in eleven points on the following page.

15 (Source: Draft ISO31000:2009 Risk Management – Principles and Guidelines, ISO, 2009) 16 Founded on February 23 1947, the organization promulgates worldwide proprietary industrial and commercial standards. It has its headquarters inGeneva Switzerland. While ISO defines itself as a non-governmental

organisations, its ability to set standards that often become law, either through treaties or national standards, makes it more powerful than most non-governmental organizations. In practice, ISO acts as a consortium with strong links to governments.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

TO MANAGE EFFICIENT

EFFECTIVE

Risk management Value: 1 Create value A visible organisation that encourages travel by bicycle and serves the community 2 Be an integral part of organizational processes 3 Be part of decision making An ‘activity’ as part of the team ‘Encore’ comprising five areas of expertise, and ‘Partners’ meetings 4 Explicitly address uncertainty 5 Be systematic and structured 6 Be based on the best available information Refer up-to-date journals and reviews, local and federal government initiatives and policies, Roads and Transport Authority developments, Department of Transport Annual Report 7 Be tailored 8 Take into account human factors 9 Be transparent and inclusive Use these touch points as a check list for all actions and procedures; research, product design and service.

COHERENT

ORGANISATION

Risk management Actions • Integrate managing risk and the controls that modify the risk • Identify the risks high to low probability, ask the team ‘What if?” • Develop a contingency plan for each possibility. • Develop a Fallback plan. • Solve the risks by changing the whole organisational culture. • Risk factor assessed by the project manager, and the ability to solve risks effectively. Regular meetings for discussion, topics raised and considered, solutions discussed and nominated responsibility for the outcomes. Role play a game of finding as many problems as possible. 10 Be dynamic, iterative and responsive to change 11. Be capable of continual improvement and enhancement A part of the team spirit to be positive, motivated, inspired, take up the challenge to seek improved solutions Managed effectively, efficiently and coherently across the organization. Hold a competition party seeking as many solutions as possible. Find case studies to help this practice.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

3.1.1Table 1 COMMUNICATION AND CONSULTATION

ESTABLISHING THE CONTEXT>>> <<<<<<MONTIORING AND REVIEW

THE RISK

HIGH PROBABILITY HIGH IMPACT

HIGH PROBABILITY LOW IMPACT

• unexpected take-up of services • unable to cope • unable to secure further funds

INSTITUTIONAL poor communication shortage of staff low moral late decisions delays in approvals poor attention to detail

1 ANTICIPATING 2 UNDERSTANDING 4 CONTROL - a measure that modifies risk 3 DECISION ON MODIFICATION

4 COMMUNICATION 5 CONSULT WITH STAKEHOLDERS 6 MONITOR 7 REVIEW 8 CONSEQUENCE

‘cyclists in the city’ electlethbridge.wordpress.com retrieved 15/10/2010

LOW PROBABILITY HIGH IMPACT DISASTERS funding cut change in government permanent damage to premises, equipment and data base

HIGH PROBABILITY LOW IMPACT DAILY CHALLENGES MINOR CONSTANT PROBLEMS bad weather over bookings not enough bikes maintenance technical challenges

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

3.1.2 Risk Management Table 2 Foundation Bike Team: Riders ‘Bike Buddies Risk 1

Result

Probability 1 low-10 high

Impact

Monitor

Mitigate Effect

Contingency

Responsibility

1

Unable to attend work

cancel bookings

5

high

have reserve rider

train in house staff

team of volunteers on call-up duty

Foundation team Leader

2

Road Incident

cancel bookings

2

high

attend location, report to next of kin

assign medical centre, complete insurance claim

analyse accident report, more training

Foundation team Leader

3

Loss, damage or theft of bike

cancel bookings

3

high

have a reserve bike

complete insurance claim

insurance loss, damage and theft,

Foundation team Leader

4

more users than bikes

cancel bookings

7

high

have lease agreement with bike store

use seasonal statistics to predict numbers

research other bike hire company’s figure

Foundation team Leader

5

more bikes than users

staff at standstill

7

high

have tasks at hand to delegate

use seasonal statistics to predict numbers

ride a promotion ‘city tour’

Foundation team Leader

6

no uniforms - late delivery, staff forgot

poor brand recognition

2

medium

request staff wear a brand colour

produce branded badges

keep a wardrobe full of uniform

Foundation team Leader

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

3.1.2 Table 2 Risk Management Table 3 Art & Design Project installations Risk 2

Result

Probability 1 low-10 high

Impact

Monitor

Mitigate Effect

Contingency

Responsibility

7

delivery delayed

request new date

4

medium

book new installation dates

alternative delivery method

engage local supplier for fabrication

Art Project Team Leader

8

damage; graffiti, fabrication

complaints, removal

2

low

maintenance checklist and report

clean make good, assess & complete insurance claim

security system for surveillance and monitoring

Art Project Team Leader

9

malfunction electrical, weather

out of order

3

high

maintenance checklist and report

site visit with tool kit

training for maintenance

Art Project Team Leader

10

council rejection, negative public opinion

negative reviews

4

medium

listen, notate and reference, respond

show and tell project aims and rationale

offer free fun ride, request rationale

Art Project Team Leader

11

running costs too high

unable to pay invoice

2

high

promote using alternative medium

update, prototype unit to run on solar power

ride a promotion â&#x20AC;&#x2DC;city tourâ&#x20AC;&#x2122;

Art Project Team Leader

12

replacement part delayed

removal from site

2

medium

find alternative supplier

assess and revise design

hold additional units in store

Art Project Team Leader

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Part 4

COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

4.1 A n a t o m y o f p r o j e c t m a n a g e m e n t The workload, the team disciplines and its numbers will fluctuate throughout the project’s duration and is subject to unpredictability with tasks, scope, and development as more observations and investigation results are accumulated. A successful outcome will aim at a modular project framework to be leveraged and individualised to each CBD and community. Teams will attract members with likeminded values and a diversity of backgrounds. This team is ideal for the process of cross-disciplinary work; a think-tank of diverse individuals sharing basic values towards a goal; urban and environmental harmony, each with it’s own hallmark of functionality. Different team members will harvest a model tailored to the environs where the project functions, it is organically grown. Organisational effectiveness relies upon three closely linked platforms; • Vision provides stability and meaning • Culture collaborative thinking, working in a creative management process • Focus is the planning process that builds upon the foundation of vision and culture These are the principal functions of leadership in areas critical to effective organisational transformation’17 (T.Scott and P. Harker, 2002) The project is a trial located in the City of Sydney’s CBD where the theme is active for this study. The scope of the project will expand in the long term as the ideas are trialled and revised. The project’s task is promotions and a safe cycling program in the public domain, aiming at increasing Bicycling as a mode of transport for commuting and short local trips. The focus is on the largest user groups; students, commuters and local resident community. The project will become a network of groups pooling resources in various ways.

TEAM ENROUTE

Arts project ENROUTE + BIKE BUDDY

17 T.Scott

STUDIO + BIKE SHED

+ +

and P.Harker, The Myth of Nine to Five, Richmond, Australia, 2002,

+ +

Bike hire + BIKE BUDDY

Ads

Partners

Bike ADVERTISING + PARTNERS

<< This layout expresses; Power of combinations, the Bike Shed acts as a systems integrator. Sydney will a network cluster for Safe City Bicycling that will attract a diversity of user groups. Three service areas: Team Enroute, Bike Buddies and the Bike Shed. Three products: Arts Enroute projects, Bike Hire and Bike Partners.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

4.2 VALUE ADDING These are the envisaged developments that could add value to the project and collected by market research to quantify and interpret for adding value to the project for stakeholder. These facts could be integrated into advertising and promotions materials;1. A more social city with opportunities for riders to investigate local shops and facilities, more fun and increase in commercial activity 2. Fitter and more mobile community 3. Expansion of new business for Home Deliveries and Bicycle Couriers 4. Levels of confidence to ride safely increased 5. Increase in number of journeys made for short trips without parking and congestion negating trips 6. Less cars in the city centre, less congestion, less pollution 7. More city space, less parking of cars, less car parking stations.More designated cycleways 8. Increase in bicycle and equipment sales. Enroute utilises wireless technology and the internet extending a Partnership program into new business, as more riders with arts and design expertise join Enroute. A Public Arts Program is a series of related events and installations that will maintain a robust presence in the public domain, attract attention and keep this as a social project, therefore social online networks could be utilise: 1. FaceBook Twitter, Blogs, Flickr, Vimeo, YouTube. 2. Involvement in the existing in the International Bike Film Festival. 3. Companies that sell Navigational systems 4. Radio interviews and advertising Bike Meetings and Picnics, Fun Rallies 5. Bike Buddies to establish a regular ride round the city limits as escorts and ambassadors for Sydney and at the gateway for tourists and visitors.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

4.3 A n a t o m y

o f Ta c t i c s

‘Planning and decision making are seldom orderly and sequential but emerge from situations of chance and the internal workings of the firm.’ 18 Lindblom (1959)

Planning mode 1. Project founder to present the project at question and answer forum: clearly defining the principles of the mission, its policy, rationale and goals. 2. Establish the core team’s working methods; how each relates to the project, the leadership style as a from of governance, hierarchy, responsibilities and communication processes in the team dynamic. 3. Allocate tasks against objectives and goals - areas of responsibility. 4. Study and collect data; methodology, information, practice and process from established Cycle Hire projects. 5. Assess competitive prospects. 6. Set the objectives against a timeline and who is responsible. 7. Establish a work process. 8. Resources budget, define income points. 9. Create team of Bike Buddies. 10. Purchase bicycles, equipment, insurance. 11. Establish CBD cycle routes. 12. Advertise project using different co-ordinated mediums. 13. Bike Buddies Tour to Inner City Marketplaces.

18

C.E.Lindblom, The Science of Muddling Through, Public Administration Review, 1959, P78-88

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

4.3.1 Evolutionary mode Unplanned and unpredictable events cause new perspectives on an existing planned mode of processes and can significantly change a projects strategic plan. This can be viewed as a new series of opportunities or threats. • • • •

Changes in technology - Innovation, fabrication Changes in government - Grants, Subsidies Changes in taste and style - Fad and fashion Changes to the economy - Balance of Trade and Deficit, interest rates

‘Strategy may be defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.’ 19 (Chandler 1962)

4.3.2 Prospector strategy ‘Success depends on developing and maintaining the capacity to survey a wide range of environmental conditions, trends and events and then introduce new products based on that research. Flexibility of organisational structure is critical, with decentralised control with lateral and vertical communications. 20 The Enroute organisation is set up in a warp and weft structure, with key personnel to facilitate creative communications of ideas and strategies to employ them.

19

A.D.Chandler,Jr, Strategy and Structure:Chapters of History of the Industrial Enterprise, Cambridge, MA:MIT press, 1962, p.13

20

R.E.Miles, C.C.Snow, A.D.Meyer, H.J.Coleman, Organisational Strategy, Structure and Processes,, Academy of Management Review, July, 1978, p558.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

4.5 FOCUS STRATEGY Differentiation strategy requires the development of a unique product, tailored to a selective group segment or group of segments. FOCUS on what, why and how and work ethics 1. Create and promote social activity project: arts - audio visual, photography, biographies Checking the requirements for Arts Grants, Digital Arts Grants to form at outline and checklist of projects that engage audience participation, create credibility. Pilot Bike Buddy team to encourage safe cycling proficiency practices and escort city tours, increasing users. 2. Create a presence with strong branding in Advertising and promotion; livery, web, print and radio Co-ordinate a unified communication strategy aimed at the target audience for their participation. 3. Establish a central location based on the most dense population of commuter and student groups Liaise with City of Sydney Council to locate the best possible site, with the highest pedestrian volume to capture audience participation and Feedback. 4. Selection of equipment for hire: foldable, easy to use, lightweight, durable, safe Bike Buddies to trial and test new bicycle designs and styles, collect specification data, canvas opinion. 5. Raise awareness in with partnership, sponsors and promote these groups on Livery designs and Advertising Prepare and produce a project document to present to potential partners the benefits of associations with the project, present statistics, target audiences, duration and scope of project.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

4.6 A n a t o m y

o f Fu n d i n g

FUNDING WORKING WITH PARTNERS Partners and Resources (For Example) Government Federal and Local: Roads and Traffic Authority, Ministry of Transport, City of Sydney, Communities Sports & Recreation, NSW Institute of Sport. NSW Bicycle Patrol ENROUTE Art and Design projects, located in the City of Sydney, will communicate the routing of new cycleways and publicise this amenity to encourage new riders. ENROUTE is number 1 as a pilot Project launching Bike Buddies and The Bike Shed hire pick-up and drop system. It is marketing towards commuters, students, tourists, health and leisure activities, tourism and new riders. Storage and hire systems need approximately 25 000 bikes = 20 000 sq. m. of space (RAFF A, Copenhagen 2010). Each bike will have a GPS tracking system and a wireless network enabling riders to book a bike from their mobile phone when using intermodal transport, i.e. trains or ferries. Supporters (For Example) Bicycle related manufacturers of equipment, Products and Service; Aussie Butt Cream, Shimano, Bike Thompson, Bike Technologies Australia, Clarence St Cyclery, Supporting Insurance: CycleCover - Insurance for the Cycling World, Supporting Intermodal transport: NSW Transport: Sydney Ferries, Sydney Buses, City Rail, Airlines; Qantas, Jet star, Virgin Blue

Subsequent new project proposals to address a working process, critical path with the ENROUTE team.

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Part 5.0

COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

5.1 CRITICAL PATH DESIGN COMMUNICATION PROCESS Example 15 steps, this demonstrates the interaction of groups and individual responsibilities, it is seen as a reiterative process, each stage can take 1 hour, a day or a week, so timing is dependent on good sources of information with specifics. This is a disciplined process, although it is fun and ideas from think tank sessions are motivating from challenges and successes, a set of aims needs to be defined at the end of each meeting or discussion.

ART PROJECT MANAGER Design Visuals Sketches, Diagrams. Concept statement

DESIGN Additional revisions, specifications

DESIGN Additional revisions, specifications

PRODUCTION MANAGER Research Materials and Fabrication Techniques

TEAM + PARTNERS Presentation and discussion APPROVAL OF IDEAS and AIMS

TEAM + PARTNERS Presentation and discussion APPROVAL DESIGN

TEAM Presentation Discussion Feedback Revisions

DESIGN Revisions with revises to specifications

DESIGN MODEL-MAKER Discussions with specifications Revision drawings

PRODUCTION MANAGER Discussion Eco and Enviro materials and recycling - disposal

PRODUCTION MANAGER Consultation for specifications initial costings

PRODUCTION MANAGER Consultation specifications. Quotation

ART PROJECT MANAGER Discuss revised material, fabrication and production

TEAM Present project Rough for discussion and inclusion of new research or ideas

TEAM + PARTNERS Presentation and APPROVAL OF COST proceed with Prototype.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

5.2 EXAMPLE: SPECIFICATION DRAWING TO SCALE. PLAN, ELEVATION, SCALE, DIMENSIONS, COMPONENTS

OUTER TUBE Material: Clear Acrylic Diameter = 120mm. OD 114mm. ID x 90cm high

Discs B + C Thickness each 1mm, diameter = 120mm. Two discs with drilled each holes (SEE DIAGRAM Sydney Disc Maps)

INNER TUBE Material: Clear Acrylic Diameter = 110mm. OD 104mm. ID x 60cm high

DISC MATERIAL: CLEAR ACRYLIC DISC A = 3mm - Diameter 120mm DISC B = 1mm - Diameter 120mm DISC C = 1mm - Diameter 103mm DISC D = 4.5 mm - Diameter 120mm

120mm OD 114mm ID

A B

Specifications: ELEVATION + BASE + PLAN Project Core 3 Journey tube - Prototype 1 Client: I sobelle Pover-Leong issyvivi@me.com Contact Number : 0417 437 968

120mm 113mm DISC A

DISC B PLAN: INNER AND OUTER TUBES

3mm 1mm thickness thickness 1mm Rebate to fit flush to OD

110mm OD 104mm ID

DISC C placed on top of INNER TUBE

DISC C

3mm 2mm

120mm 110mm 104mm

3mm width 2mm deep

CROSS SECTION

1mm thickness

60cm height

90cm height

113mm

BASE : DISC C

INNER TUBE slips inside OUTER TUBE

4..5mm thickness DISC D secures both TUBES AT THE BASE with a cut ‘steps’

120mm OUTER TUBE 114mm ID - 120mm OD

DISC D OUTER TUBE

INNER TUBE

INNER TUBE 104mm ID - 110mm OD

Enlarged detail DISC D with ‘step’ to secure tubes into position.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

5.2 EXAMPLE OF SPECIFICATION DRAWING TO SCALE. Red dots indicate points of insertion for Cooper Wire traces, tops and bottom representing the departure and destination points for a journey.

Specifications: DISCS B + C VISUAL Project Core 3 Journey tube - Prototype 1 Client: I sobelle Pover-Leong issyvivi@me.com Contact Number : 0417 437 968

N

N OPERA HOUSE CIRCULAR QUAY

GROSVENOR ST BOTANIC GARDENS

GEORGE STREET

THE ROCKS HYDE PARK BARRACKS

ELIZABETH ST

ST MARY’S CATHEDRAL

CASTLEREAGH ST

CHINA TOWN CENTRAL STATION

KENT ST EDDY ST

DISC B

DISC C

DISCS B + C PLAN diameter 113mm - VISUAL showing Surface graphics printed on self adhesive film)

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

5.2 SPECIFICATION: ART AND DESIGN DOCUMENTATION VISUALS AND EXPLANATORY TEXT FROM THE ARTIST / DESIGNER Work process to be recorded for step by step documentation, to evaluate against costings. It is a legitimate process, the copyright belongs to the artist / designer.

<< EXAMPLE FOR ARCHIVAL REGISTRY ARTIST / DESIGNER: ISOBELLE POVER-LEONG PROJECT: ENROUTE JOURNEY TUBE (Under construction,.Component to the Enroute Journey tube, ready for installation: Copper wires being laid out between two fixed points.) SCALE PROTOTYPE MODEL 1:2 MATERIALS: 2 Clear Acrylic 1mm. discs x 110mm. diameter, Copper Wire .61mm thick x 40cm, Paper Ink Jet Prints x 2 CAPTURE: iPhone transfer wireless PDA internet to server.

<< DETAIL: 90 second edit from video captured on a 3G iPhone in Sydney’s CBD. 1 A mobile iPhone is mounted to the bike handle bars and captures the cyclists journey on a video Application. 2 Video is exported to Camera Roll and the file directly emailed or uploaded to a computer Photographic Library application; iPhoto. 3 Video file open iMovie to edit. Digital frames are mounted in horizontal files, unlike transparency film that is vertical. 4 One frame in iMovie = 3 seconds. Blocks of 30 frames = 90 seconds. 5 Original ‘masks’ from video clips are deleted to render each frame separately.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

6 Blocks of frames form textural patterns, a visual metaphor for journeys as lifeâ&#x20AC;&#x2122;s rich tapestries. Videos capture a line of view from a travelled at approx. 15kph. Close examination reveals decipherable details. The potential of legibility and abstraction rely on the proximity of the standpoint. LAYOUT 2 second Journey Tube >>

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

5.3 INSTALLATION PROTOTYPE

Printer paper inserts for the Journey Tubes. 35cm. wide x 60cm. high. >> << Stand vertically,. Dimensions 90cm. x 12cm. Scale model 1:2 • Powered internally with light sensor to illuminate in low light. • Bluetooth enabled Proximity Marketing software, Bluetooth, 100% eco friendly, free to users. Opt in advertising is permission based advertising, this is direct to the targeted audience 24/7, voice and data transmissions. • Promote and deliver ‘automatic flyer’ to the mobile phone. Main Web Server can deliver from a device offline, a physical unit, or online, via ADSL internet. LAYOUT 1 >> Journey Tube

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

5.4 INSTALLATION DESIGN COMMUNICATION To create an arts installation integrating collected bicycle rider’s data, to locate this in the public domain where both riders and pedestrians pass by, this group would be made up of students, tourists and visitors, family groups. The installation represents cycle riders journeys and experiences in the CBD and will conduct a survey of collected data. It is a community arts project that invites individual participation. Background To promote bicycling as a preferred mode of transport for commuting into the Sydney CBD and short trips in the CBD. Sydney has excellent natural conditions for developing a cycle culture since the climate and topography does not provide too many difficulties. NEW CYCLE PLAN The City of Sydney’s Cycle Strategy and Action Plan 2007-2017 is Council’s commitment to making cycling as attractive a choice of transport as walking or using public transport.21(Gehl 2007) Project solution The project solution documents the disciplines of signage, wayfinding and branding; 1. Problem: to create an arts project presented to the outdoor public domain 2. Research: the materials and fabrication need to be visible, practical and functional 3. Solution: research findings; to visualise from initial design concept and specify an outdoor prototype to scale A prototype visualises the touch and feel and result in revisions Specifications are: 2D and 3D detailed drawings including dimensions, materials, finishes, site plans, anchorage's fixings, bolt cage, assembly, fabrications. Process key elements 1. Research 2. Site audits 3. Planning 4. Specification and engineering 5. Fabrication and installation 6. Evaluation and maintenance

21

Attachment A - Ghel Architects: Public Spaces, Public Life study - Sydney 2007 - Part 1. Page 51

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

The City of Sydney has specific signage guidelines for particular areas of the CBD and surrounding areas. A PDF readable software to be able to view this file, a DCP (Development Control Plan)22 March 2005 . This DCP Supplements the provisions of the State Environmental Planning Policy No.64 - Advertising and signage (SEPP 64) these two provisions apply to Enroute Journey Tubes â&#x20AC;˘ Freestanding advertisements â&#x20AC;˘ Special promotional advertisements Signage and advertising structures are an important element of the built environment of the City of Sydney. These provisions are intended to protect the significant characteristics of buildings, streetscapes, vistas of the city skyline. These provisions are also are intended to encourage well designed and well positioned signs which contribute to the vitality and legibility of the City of Sydney and which respect the amenity of residents and pedestrians and the safety of motorists.23 (City of Sydney 2005) In considering innovative design proposals for signs not envisaged by these provisions or where there are issues of interpretation, the consent authority will consider the design excellence of the proposed sign and degree to which it meets the objectives of this DCP. 24 (City of Sydney 2005)

5.4.1 INSTALLATION STRATEGY Enroute Journey Tubes are an installation that is a part of the built environment and its positions and locations a critical part of it promoting and identifying the project. This installation will contribute to the streetscape characteristic and ambiance of the precinct namely; City of Sydney. Located in Hyde Park, Domain and Cook and Phillip Park Development application To provide; information, drawings to scale, location, type, construction and total number of signage elements for the installation.

Maintenance Methods of cleaning, replacement of defective lighting to ensure ongoing upkeep of the installation. 22

City of Sydney Control Plan (2005)

23

City of Sydney Signage and Advertising Structures Development Control Plan, 2005, Section 1.4, P5.

24

City of Sydney Signage and Advertising Structures Development Control Plan, 2005, Section 1.5, P5,6

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

Road safety To regard the project and non-prejudicial to the safety of the traveling public, these are situated in locations that do not distract or impair vision, distract or reduce concentration of drivers and bicyclists Location and positioning To comply with the following criteria Lateral clearance from the signage element to the kerb is to be not less than 0.6 metres. Reduced to 0.45 if the footway is less than 3.6 meters, headroom is the cabling and conduit, metres on a public roadway. Signage and structure in the Public Domain Not permitted to; • Intrude or obstruct accessible paths of travel - hinder pedestrian circulation or disabled access • Obstruct sightlines to structures that are well lit and colour contrasted where appropriate to assist people with vision impairments Free Standing Signs • Integrated in to the landscape • No more than 2M high • Significant trees and vegetation to remain and be included in the DA and Landscape Plan.

5.4.2 INSTALLATION OBJECTIVES 1. To achieve a high level of design quality with its design and its relationship to the architectural design of buildings and the character of the streetscapes. 2. To provide a clear message with community information, using high quality materials 3. Be visually interesting and exhibit a high level of design quality, regarding materials, finishes and colours 4. To have regard to the view of the installation, its structure, cabling and conduit, from all angles, including any visibility from the street level and nearby higher buildings 5. Illumination, including cabling, to be concealed, integral to the element 6. Animation on a temporary basis in association with the arts event

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

5.4.3 INSTALLATION LOCATIONS

The Domain, the Botanical Gardens, the Cook and Phillip Park and Hyde Park are places in proximity to the City Centre. These vast parklands offer a diversity of recreational possibilities for the people of Sydney and hold the opposites to a dense and busy City Centre - quietness, space for big events or for space demanding activities, few sensual impacts and a low noise and pollution level. As such the qualities of these natural reserves are needed ingredients in a busy city. What is also offered from e.g. Bennelong Point or Mrs.Macquaries’s Chair are views of the city and the Harbour allowing people to perceive a perspective of the city they are using in their daily lives.25 (Gehl 2007) Arts: Australian Arts Council: Digital Arts Film Finance Company, Australian Centre for Photography, Film Finance Corporation, Canon, Urban Planning and Development Supporters (For Example) Bicycle related manufacturers of equipment, Products and Service; Aussie Butt cream, Shimano, Bike Thompson, Bike Technologies Australia, Clarence St Cyclery, Supporting Insurance: CycleCover - Insurance for the Cycling World, Supporting Intermodal transport: NSW Transport: Sydney Ferries, Sydney Buses, City Rail, Airlines; Qantas, Jet star, Virgin Blue Equipment, Materials - Resources (For Example) Modular Shipping containers: Bike Shed and Project office fit-out and administrative equipment, Signage and advertising, Bicycle Fleet and accessories, Telecommunications and equipment, Fleet of Bicycles and Bicycle equipment, Bicycle Maintenance Tools Networkers and Social Networks Bike Buddies Bicycle Film Festival Bicycle Blog Bicycle Twitters Local Parks and Wildlife Mapping, GPS applications for mobile phone, and mobile GPS handsets and systems Productivity and commerce • new ideas, innovative architecture, built environment and urban design developments • new ideas about the amenities for the work place; bicycle parking, shower and locker rooms • new business for local deliveries of household supplies, food and drink, gifts and small parcels • new localised produce and small home industries

25

Gehl Architects - Public Spaces, Public Life Sydney, Proposed Feasibility and Implementation Action Plan, 2007

42


Part 6.0

COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

6.1 ACQUITTAL The Project Manager is to delegate a line of responsibility for; The task of auditing and collecting statistics, data, archive materials such as art and design plans, proposals, timelines and costings, work in progress, proposals on the shelf. The data collected from users iPhone Enroute Application and the website; Routes based on category, uploaded videos, photos, saved past rides and favorite routes. This has a long term value to stockholder groups and needs to be preserved and protected. The number of respondents for membership, participators, in the Bike Buddy System. Uploaded routes to their iPhone forms a part of the property of Enroute that allows users to access the many components to search routes, view past saved routes from other riders. Project management prepares a communication report that collates and responds in a written and photographic, video format, to be discussed at monthly team meetings. The Bike Buddy Team Leader has the responsibility of maintenance and condition of the bike fleet, uniforms and biking accessories. Responsibilities for insurance documentation and premiums of equipment for loss, theft and damage, first and third party insurance. Martin Angelov, Bulgarian Architect Project Kolelinia: Bike Lane in the sky, urban transportation, aims to create a new type of transportation experience. Winner of International Competition â&#x20AC;&#x2DC;Line of Siteâ&#x20AC;&#x2122;, January 2010.

Art and Design Project Manager has the responsibility to archive and maintain a reference system of artists and designers, mode-makers, photographers, etc., their work and ensuring they have copyright and Encore has the rights reserved n this material. Contractual agreements for; work completed and ownership, intellectual property Stakeholder groups understand the principles of ownership, copyrights, intellectual property, and the good work practices of ensuring security and safekeeping with documentation belonging to any part of the Enroute organisation. Enroute Team and Stakeholder groups have responsibilities for computer file documents, to back-up and store these in a safe and precautionary manner.

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

6.2 REFERENCES R.Botsman, R.Rogers, What’s Mine’s Yours: The Rise of Collaborative Consumption , 2010 http://www.collaborativeconsumption.com Sydney Conference 2010 http://www.abc.net.au 3 Building Sustainable Transport into New Developments, Department of Transport, UK, April 2008 4 S. Fitzgerald, Sydney Street's: A Guide to Sydney City Street Names, 1995 5 City of Sydney Government, About Sydney, Parking and Transport, www.cityofsydney.nsw.gov.au 2008 6 http://www.cityofsydney.nsw.gov.au/development/CityImprovements/RoadsAndStreetscapes/PublicSpacesSurvey.asp 7 National Cycling Data, 2007 8 *RTA, Cycling in Sydney, 2008 9 Ministry of Transport, RTA, ‘Cycling in Sydney Bicycle ownership and use’. p4 Geographical Distribution April 2008 10http://www.cityofsydney.nsw.gov.au/2030/, 2007 9 S.Robbins, N,.Barnwell, Organisational Theory, Concepts and Cases, Pearsons, 2006, page 7 11 S.Robbins, N,.Barnwell, Organisational Theory, Concepts and Cases, Pearsons, 2006, page 6 12 S.Robbins, N,.Barnwell, Organisational Theory, Concepts and Cases, Pearsons, 2006, Part 1, Introduction. 13 S.Chapman, C.Norris, N.Devenish, L.Merritt, Business Studies in Action, John Wiley & Sons, Australia, 2005 14 S.Chapman, C.Norris, N.Devenish, L.Merritt, Business Studies in Action, John Wiley & Sons, Australia, 2005 15 (Source: Draft ISO31000:2009 Risk Management – Principles and Guidelines, ISO, 2009) 1

2TED

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

Founded on February 23 1947, the organization promulgates worldwide proprietary industrial and commercial standards. It has its headquarters inGeneva Switzerland. While ISO defines itself as a non-governmental organisations, its ability to set standards that often become law, either through treaties or national standards, makes it more powerful than most non-governmental organizations. In practice, ISO acts as a consortium with strong links to government 17 T.Scott and P.Harker, The Myth of Nine to Five, Richmond, Australia, 2002 18 C.E.Lindblom, The Science of Muddling Through, Public Administration Review, 1959, P78-88 19 A.D.Chandler,Jr, Strategy and Structure: Chapters of History of the Industrial Enterprise, Cambridge, MA:MIT press, 1962, p.13 20 R.E.Miles, C.C.Snow, A.D.Meyer, H.J.Coleman, Organisational Strategy, Structure and Processes, Academy of Management Review, July, 1978, p558. 21 Attachment A - Ghel Architects: Public Spaces, Public Life study - Sydney 2007 - Part 1. P.51 23 City of Sydney Control Plan, 2005 21 City of Sydney Signage and Advertising Structures Development Control Plan, 2005, Section 1.4, P5. 24 City of Sydney Signage and Advertising Structures Development Control Plan, 2005, Section 1.5, P5,6 25 Gehl Architects - Public Spaces, Public Life Sydney, Proposed Feasibility and Implementation Action Plan, 2007 16

6.3 ACKNOWLEDGEMENTS http://www.bikeon.com.au City of Sydney Public Space Survey http://www.cityofsydney.nsw.gov.au/development/CityImprovements/RoadsAndStreetscapes/PublicSpacesSurvey.asp City of Sydney Strategy Documents http://www.cityofsydney.nsw.gov.au/2030/documents/strategy/07_CULTURAL_CREATIVE.pdf City of Sydney Pedestrians http://www.cityofsydney.nsw.gov.au/2030/documents/AudioVersion/2009/25_Direction_4_A_City_for_pedestrians_and_cyclists.mp3 2030 Sustainable Sydney: The Vision, 2007, City of Sydney Steve Wescott Bike Interchange Milton Keynes, UK http://swarchitecture.com http://www.cyclingresourcecentre.org.au/ http://www.austroads.com.au/abc/ National Cycling Data and Indicators Transport Data Centre â&#x20AC;&#x201C; Ministry of Transport on bicycle ownership and use data; RTA www.transport.nsw.gov.au/tdc tdcinfo@transport.nsw.gov.au (02) 9268 2211 Bicycle policy and Bicycle usage from RTA Bicycle Section www.rta.nsw.gov.au

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

RTA bicycles@rta.nsw.gov.au 13 22 13 Bikeplan 2010 or free cycleway maps call 1800 06 06 07 S.P.Robbins, N.Barnwell, Organisational Theory, Concepts and Cases, 5th Edition, Pearson, 2006, P148-1 Gehl Architects - Public Spaces, Public Life Sydney 2007 Proposed Feasibility and Implementation Action Plan The Gehl Report http://www.sydneymedia.com.au/html/3451-the-gehl-report--recommendations-and-future-implementation.asp Gehl Architects Web http://www.gehlarchitects.com/? Attachment ‘A’ Ghel Architects: Public Spaces Public Life Study - City of Sydney 2007 Part 1 The City of Sydney Signage and Advertising Structures, Development Control Plan 2005 Photomontage Page 6, Netlog http://en.netlog.com/ Photo page 9 Vimeo http-/vimeo.com/6467572 Photos page 10, Designer Patrick Jouin, Design: Hire cycle and Hire stations, Parisian Vélo system. 48 Boulevard de la Bastille, Paris. www.patrickjouin.com Photo page 6 AAD79-Riding-Bike-Sydney.jpg, Copyright © Andrew Watson 2009 Photo Page 7 http://www.prollyisnotprobably.com/ Photo pages10, 11, Switch, Collapsable Commuter Bike Photo Page 7 Steven Greaves © Paris, National Geographic Photos page11 Nos.1,2,3, retrieved Google Images. Logo http://www.velo-city2010.com/ Photo page11 No.4 http://www.truly-life.com Photo page12 http://www.jakesbikes.co.uk Photo page 17 Vélib, 2 Boulevard Richard Lenoir, Paris, Chicago, B-Cycle system, starting small with a 100 bike pilot program. Vinzcha, Flickr Creative Commons. Retrieved 12/10/20 Photo page 23 ‘Cyclists in the city’ Retrieved 15/10/201www. electlethbridge.wordpress.com Photo page 28 Bicycle Photo page 27 Collapsable Bike, www.dahon.gr Photo page 42 Burmble, Yellow House, PB Gallerie, Copenhagen, Denmark Cyclists Parade in Copenhagen http://vimeo.com/6467572 European Cyclists Association http://www.ecf.com/ Shirley Fitzgerald, Sydney Street's: A Guide to Sydney City Street Names City of Sydney Parking and Transport http://www.cityofsydney.nsw.gov.au/AboutSydney/ParkingAndTransport/Default.asp Resources for Cyclists http://www.cityofsydney.nsw.gov.au/aboutsydney/ParkingAndTransport/Cycling/ResourcesForCyclists.asp Blog http://livininthebikelane.blogspot.com/2010/06/bike-sharing-finally-comes-to-chicago.html B-Cycle, Hire and Roll, Chicago, USA http://www.bcycle.com/home.aspx Brigette Leinhold, Flying Bicycle Lane Lets You Soar Above Traffic, InHabitat.com,2010, Martin Angelov, Architect. Winner - Project Kolelinia, http://www.inhabitat.com/2010/01/14/flying-bicycle-lanes-lets-your-soar-above-traffic/ Pete Wilson, Nicole BaileyA report prepared by Environmetrics , City Of Sydney November 2006 Jorge Chapa, Transportation Tuesday, Top 6 Sexiest Cycles, InHabitat,28.08.2007 InHabitat webzine http://inhabitat.com/2007/08/28/transportation-tuesday-top-6-sexiest-cycles/ Social Networking In The Enterprise: Benefits And Inhibitors - A commissioned study conducted by Forrester Consulting on behalf of Cisco Systems Dr.Bruce Carnie. Cofa Online 0930 Managing Creativity

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

6.3 ENROUTE APPENDIX Prototype Design to Manufacture 1. Expenses sheet In preparation for the next stage of the develop of Enroute Journey Tubes. 2. Time Line Table 12 weeks Documenting the Stage 1 of design to production of the Prototype to end of Stage 3. Stage 4 1 Document photographically with speciďŹ cation drawing to form initial portfolio 2 Meet with signage manufacturers specialising in Street signage projects to accurately quote the 3D Full Scale, fabricated with materials suitable for a robust exterior environment. Proposed Manufacturers Ad Shell, Melbourne, Victoria Insignius Design, Adelaide, SA

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

ENCORE Prototype Expenses Mobile Phone per month x 3 OPTUS

139.00

Internet per month x 3 OPTUS

297.00

iShakeit App

2.38

iVideoCamera App

3.99

GPSed App

2.49

Quads Splitters x3

12.00

Inverter

35.00

Printing

105.40

Model Making, Materials, Construction

770.00

Photography Studio

250.00

Camera Mount Electroluminescent Wires x 12M Copper Wire

68.00 120.00 19.90

Double sided tape

6.99

Invisible tape

6.80

Ink Cartridges TOTAL

145.00 1979.96

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COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

Ideation,

sualisa ation, Vis Crea ating, Rese earch, Matterial, Spe ecific cation n, Modifi M ficatiion, evissi sions, R abrica ation, a F

mpletion m Co n

12 WEEKS - One co omponentt of the proj oject is sele ected as a an ex xamplle of a tiimelline Stage 1 Research Reading Checking Alternatives Materials Processes

1

2

3

4

5

6

Visualissing Ideas: Skketches, Drawin ngs, photog graphs Researcch GPS, Mapss, Cartography

Separate tassks an nd quantify Vissualise e and Draw each comp c ponent

VIDEO Shooting S Vid deo: Trials, Conssult expertiise Multi-Med dia Consultant Ad Agency Directo or

Draw Specifi ficatio on Planss

Researcch Internet Video V Sharing: Vimeo V and Youtub be, Bike Flickss Learn about a bike caamera tripods

Computer: Start S learning g about Appss and using iMovie

Stage 2 S Discuss with Art Director Sourcin ng iPhone Apps: Video Camera ra GPS

Sourcing Riders and Routes Buy Tripod and Apps Trial Video

Shoot materrial Trial GPS Research Trial Copperr Wire traces in thre ee thicknesses

7

8

9

10

11

12

7

8

9

10

11

12

Technical problems

Work on tech problems, experiments

Sho oot more e matterial

Testing g for qualityy

Tran nsfer vide eo

Sendin ng out ut specifi fication n sheets to mode el make ers for protottype x 3 Selecttion off appro opriate e mode el make er

Devvelop mod del card d and pap per mocck-ups Scale

Discuss Specs with Model Maker Discuss tech problems with photographer

Make Wire traces Print Maps Artwork for big map

49


COFA0930 Managing Creativity Project 3B Isobelle Pover-Leong

Ideation,

sualisa ation, Vis Crea ating, Rese earch, Matterial, Spe ecific cation n, Modifi M ficatiion, evissi sions, R abrica ation, a F

mpletion m Co n

12 WEEKS - One co omponentt of the proj oject is sele ected as a an ex xamplle of a tiimelline Stage 1

Testing

1

2

3

Quality

4

Reliability

5

6

7

8

9

10

11

12

Sttage 3

7

8

9

10

11

12

Transfer Vid deos

Materrials

Done

Expenses

Paid

Printing

Done

Assembly Artworks Revisions

Done FFilm strip ps pre epared > Printing, arttworkk posterss, te esting, rreprin nting >

Posters Done Done

Photography

50


Enroute A Management Plan