11D- ARCHITECTURAL BUSINESS DESIGN JOURNAL

The future of intelligent data

ARCHITECTURAL BUSINESS DESIGN JOURNAL UK Edition 2050 Release

Contents 01 About Us

Hello.

We are The future of intelligent data.

Location: One Angel Square Manchester UNITED KINGDOM M60 0AG

Contact: 0161 834 1212 info@11D.com www.11D.com/uk @11D

Introduction The Story Ethos Meet the Team Social Responsibility

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02 The Business Business Overview Project Management PanArchi TM Quantum Computing Intelligent Data Systems

03 On the Inside Equity Employee Development Employee Benefits Communication Branding Marketing

04 On the Outside Fee Policies Accounts Tax Strategies Quality Assurance Risk Aversion Liability Policy Data Protection Sustainability Bibliography

Image: (Pai, 2019)

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Image: (Sanster, 2019)

ABOUT US

The world wants to know about us.

Intelligent data powered by Quantum technology.

Learn how 11D can help you and your community.

Introduction

The Story

The year is 2050.

Short term solutions. Long term challenges.

We are 11D. We are committed to improving the built environment (and the world) through our Virtual Data Management Platform, PANARCHITM and aim to establish a healthy ecosystem of data sharing through collaboration with local communities and councils.

We are honoured to establish Manchester as a model city for more responsive, responsible and resilient planning. We have proved that by integrating our system, applications for planning in the city have become more efficient and more in tune with their surroundings.

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Not only has this benefited developers, architects and professionals alike, it has generated great interest in technology through local communities who are willing to contribute to the evolution of their city.

At 11D, we know that for many years data has collectively steered organisations toward systems of greed and in-culpability in the face of user privacy. Because of this, data has been given a bad name - it makes consumers feel exploited and leads companies to chase short term gains to stay ahead in an over-saturated market. This should not be the case.

Due to the rapid commercialisation of Quantum computing around the globe, megacities are being constructed quickly to house the growing populations.

The image (below, left) of a new megacity built in the expanding economy of Kenya is used to house the growing poplation and relocation of residents of the Kibera slum.

Data must be seen for what it can be, a complex and vital ecosystem within the urban landscape. On our platform we aim to use data to give back to its urban context and simultaneously promote a peer to peer sharing system. Why? Because like data, everybody is part of a wider network and we believe everyone should feel welcome.

Many more African countries are pushing for cities like these to offer a quick solution. Increasing unethical use of Quantum computing is allowing for devasting impacts on societies future.

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Current actions. Future consequences.

All accross the world, megacities are forming out a need to house a growing number of people. Scarcity of resources are causing panic and a lack of foresight in dealing with this crisis.

As such, there is a growing trend of high density living to an extent beyond we have ever seen.

In 2046 alone, 4 of these megacities were declared by the UN to be in a deep humanitarian crisis.

Proposed solutions to these problems have been common, with many professional practices claiming to offer efficient spatial strategies to

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The race for space.

11D was born.

As the commercialisation of Quantum Computing increases, many large companies that have pioneered research are offering supposedly cheaper and more affordable solutions to businesses that wish to increase their processing prowess.

Microsoft, Google and IBM are some of the few major contenders that offer cloud access to their super networks that process data through Quantum computers.

11D began with the 11 founding members coming together in the year 2045 to establish our short term and long term goals, how they would be achieved and what core principles we would follow.

At 11D, we are proud to be able to offer this service without the need of a 3rd party. As data becomes more and more valuable, we have ensured our systems are independant.

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house the desperate population. None, however, have resulted in repairing the damage done to the fabric of society.

2050

2100

Earlier that year we had met for the first time at a convention being held in Manchester. The venue was a newly opened exhibition centre that had been met with harsh criticism from the public over its location, design and cost to the city. Here we established connections with each other, some of us from similar backgrounds but all invested in the idea of

revolutionising how the built environment could possibly be designed and developed.

The wide variety in our backgrounds has enabled us to work together on different issues, offering expertise and advise wherever necessary. Over the years in developing the foundations of 11D, we held weekly meetings to address our progress and attempted to anticipate and mitigate problems before they would arise.

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Plug-in to data.

Archigram came around in the 1960s during the age where human endeavor seemed boundless. Works like the Plug in City and other famous examples of the Archigram movement pointed towards how cities could be designed by machines. The Plugin City was not just a city, but an evolving megastructure; it was to incorporate a multitude of elements to allow it to be complex, and relatively self-contained.

We believe such megastructures to be unethical by design. What we are seeing today in developing countries around the globe is that this design imposes a dystopian future upon it’s society and offers no hope for the future of architecture.

What was once impossible with traditional technology due to their scale and complexity, self-contained, ‘archigram-esque’ cities are now possible through Quantum computing.

Shaping a whole new world from Quantum and AI. Find out more: www.11D.com/uk

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AD Classics: The Plug-In City / Peter Cook, Archigram

“...it is not in craving ready-made, complete and finished things that love finds it’s meaning ― but in the urge to participate in the becoming of such things.”

Meet the Team The people who make it work.

Zygmunt Bauman

PAST EMPLOYMENT

Planning Officer Urban Planner Architect GIS Consultant Lead Data Scientist AWS Engineer IBM Software Developer Google Lab Scientist Microsoft AI Architect Data Engineer Software Developer

Sociologist + Philosopher

CURRENT

TEAM

Employees Employees + Board Members

Nadia Pinto

Ethos

Chair of the Board + Local Authority Liason Officer

Leading from experience.

11D is the collective people of different pioneering industries in the world, come together on a voluntary basis in order to work towards common economic, social or cultural goals, as a part of enterprise that is collectively owned and managed.

As a practice, 11D utilises computing power and AI techniques, more powerful computational models, data science and analysis using automated methods to extract knowledge from data and has it’s own hierarchy in management for attaining seamless communication between everyone

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where each has a specific role and responsibility in overall operation.

Everyone that is involved in our practice is required to conduct themselves in a manner that shows equality and fairness (as set out in our Code of Conduct) - this is consistent with corporate values of 11D and relationships with society as a whole.

Lour Roberta Data Analyst

Saad Sharifeh Planning Consultant

Alistair Lewin Business/HR Manager

Jiacheng Ying Data Map Expert

Jason Lloyd Cyber Security + Network Engineer

Will Horn Quantum Engineer

Asim Hanif AI Engineer

Jingyu Lyu Quantum Software Developer

Jingyi Ye Systems Analyst

Ashif Shafi Software Tester

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Social Responsibility We’re all about you.

Strategic Planning

We collaborate with local authorities for data collection, establishing City Frameworks and professional relationships.

ITY S O SIBIL CIA N O LR P ES

S ON P ES

IBILITY SOCI AL R

Our investments inlcude technology to help us keep data safe and secure.

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IT Y S O C IA LR

At 11D, we are always innovating, and this means ensuring we are committed to transparency - of how and where our data goes. This includes strategic planning with local authorities and our portfolio across the public sector. As our business grows, so do the benefits our members see, with larger amounts data need to be analysed in shorter time periods. Utilising quantum computing and the newest encryption methods, our team are able to process this data quickly and securely, with privacy being our top priority.

Data Privacy

N PO ES

Data is a large part of what we do. To ensure we follow ethical procedures and guidelines we are strict on when and where data is used. Our company policy means that we aim to be responsible with how we utilise data and make sure it is always used for the betterment of local communities.

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SIBIL

IT Y S O SIBIL C I A LR

Our members share the privilege of driving the management of business by voting for who they want to see elected onto the Board of Directors. This is a key focus for us as a Co-operative and allows us to communicate directly with our employees and valued clients,

enabling our operations to become more efficient, meaningful and more effective.

N PO ES

To aid all sectors, 11D operates a Quantum Computing system to analyze the huge amount of data in different aspects of our lives for the betterment of the built environment. We act as a source of ethical guidance to professionals from all disciplines. Our AI software also acts as an indicator of good practice whilst still supporting construction professionals. The output results in a shared contribution that provides innovative and responsive design solutions. We recognise that architects/ developers play a large social role - a role beyond the financial and the aesthetic, they are the catalyst that addresses the quality of our world and society’s most pressing issues.

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Intelligent Ethics

We help our clients streamline their practice ethically by providing data across all sectors and scales.

Flexible Management

Our members retain the right to elect our Board and drive our business.

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Image: (Sanster, 2019)

THE BUSINESS

Data keeps the business running.

We don’t work for data. We make it work for us.

And it’s going to help us to solve complex problems.

Say hello to our systems.

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PANARCHI TM : Our Virtual Data Management System. Hosts 3D city-wide data models with real-time updates.

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Business Overview We are the future of intelligent data.

At 11D, we are a registered consortium Co-operative Society (CCS) under the current Co-operative and Community Benefit Societies Act 2040. 11D focuses on value over profit, it is aligned with the Co-operative identity which defines the principles of our operations. The Board of Directors contains the initial founding members.

The company was established in January 2045 by the mobilisation of Architects, Software Engineers, System Analysts, Data Analysts and Quantum Engineers. We are positioned in Manchester, United Kingdomthe first UK city to foster intelligent data - to adopt the city’s complex social, economic and political parameters. Within the last 5 years we have worked in collaboration with Manchester City Council and industry 14

specialists to help our team with the development of intelligent data systems that are able to process and generate future led design. We now have a fully working quantum computer and a suite of software ready to use. 11D made its first step towards creating a streamlined planning system in March 2050 with Manchester City Council.

2050 has also seen 11D secure the Council’s consent to use its data as a testbed.

Our successful platform streamlining the planning procedure which has progressively deteriorated since 2020.

The system allows for faster decision making and negates personal opinion.

It incorporates three pieces of software; PANARCHITM, D_MAPTM, and BUMSTM.

D_Map TM : A user interface which is used to obtain site data and maps in a variety of formats.

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BUMS TM (Building Universal Management): Uses Artificial Intelligence to create adaptable design options to suit the client needs.

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PANARCHI TM

BUMS TM

Our Virtual Data Management Platform.

An intelligent Building Universal Management System.

PANARCHITM operates as a Central Master Map Interface that we host at 11D on our Quantum System. PANARCHITM includes all parameters relating to the acquired data of the existing built environment.

In recent years, Quantum Computing has become so powerful that it is now possible for this Map to be ‘LIVE’ – meaning it is able to constantly update as data is inputted into the system. This platform helps to streamline existing planning procedures. The system allows for faster decision making and reduces bias and contention regarding sensitive proposals.

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BUMSTM is our very own design-based AI software aimed predominantly at the construction industry. The AI software compiles and presents various social, political, physical and economic parameters inputted by the design team from client meetings, supplemented by information retrieved from D-MAPS™.

The output produced by BUMSTM is a series of design options specific to the chosen site and the set parameters. In order to retain the role of the Architect these options can be adapted toward specific design intentions and client input.

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How it all works.

It’s not as complicated as it looks. We promise.

Non-BUMS files generated

Environmental Data

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Construction

Traditional Design Package

Global Trends

Social Structures

Built Environment

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Human Activities

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BUMS files generated

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Map Interface

Site data and map obtained

Approvals from PANARCHITM

All Client parameters

Live Feeds

Rejections

Live Feeds

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Adapted (humanised) design

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Quantum Processing

Raw Datasets are filtered

Artificial Intelligence Design Design options and errors generated

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BUMS Design Options Virtual Data Management Platform Sites and range selected

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Multiple options generated

Designs inputted into PANARCHI for approval If disapproved by PANARCHI data, it will have to be altered accordingly until it receives approval.

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Introducing our shiny new PANARCHI TM subscriptions.

Buy now.

Pay later.

MOST POPULAR

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Available at: www.11D.com/uk

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Quantum Computing Powerful processing at our fingertips.

Entanglement.

The Quantum Computer.

“Quantum computers take advantage of the whacky physics of quantum mechanics to solve problems that would be extremely difficult, if not impossible, for classical, semiconductor-based computers to solve.” (Childers, 2019)

A close connection that makes each of the Qubits react to a change in the other’s state simultaneously no matter how far they are apart. This means when measuring just one entangled Qubit, you can directly deduce the properties of it’s partners without having to look. A normal logic gate (OR NAND AND XOR) gets simple set of inputs and produces one definite output A Quantum gate manipulates an input of super-positions, rotates probabilities and produces another super-position as it’s finalised output.

A Quantum Computer sets up some Qubits, applies quantum gates to entangle them and manipulate probabilities. Then finally measures the outcome, collapsing superposition to an actual sequence of 0 and 1s. What this means is that you get the entire lot of calculations that are possible with your set up, all done at the same time.

Ultimately, you can only measure one of the results and it’ll only probably be the one you want, so you may have to check to try again. But by cleverly exploiting superposition and entanglement this can be exponentially more efficient than would ever be possible on a normal computer.

Qubits.

These are the smallest units of information 0- Low charge or 1- High charge In Quantum Computers, they use Qubits which also be set to one of two values 0 or 1. A Qubit can be any two level Quantum System (such as a spin and a magnetic field or a single photon).

Traditional Computing

Logic Gates + Statics Efficiency

Superposition.

0 and 1 are this system’s possible states (like the photons horizontal and vertical polarisation). Before the value is tested, the Qubit is not just 0 or 1, but in any proportions of both states at once.

So as long as it’s unobserved, the Qubit is in a superposition of probabilities for 0 and 1, and you can’t predict which it will be. But the instant you measure it, it collapses into one of the definite states.

4 Bits can be in one of two to the power of 4 different configurations at a time. That’s 16 possible configurations, out of which you can just use one.

(4 Bits = 24 = 16 configurations) 4 Qubits in superposition can be in all those 16 combinations at once.

20 Qubits can already store a million values in parallel.

220 = 1, 048, 576 configurations.

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Quantum Computing

Quantum Gates, Entanglement + Superposition

Image: (Fant, 2019)

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Image: (Sanster, 2019)

ON THE INSIDE

We’re different on the inside.

Everyone shares. Everyone develops. Everyone succeeds.

Our employees influence how we run the business.

Chair of the Board

Board of Directors

Employee Development

Management No ownership Paid by members

Welcome to the future.

Members Body Equal shares Paid by profits Share values fluctuate

We are always on the search for new, enthusiastic, skilled and forward-thinking employees to join our expanding team.

Our ‘New Starters Training Programme’ for all new employees enables us to efficiently position the best talent into our specialist teams from around the world.

Prospective employees have the benefit to experience complex computational services and technology driven design in a multi-disciplinary working environment and engineer their career based on their interests. We acknowledge that not all who join us will have the same skillset - and

we encourage all employees to develop their careers with expertise and guidance from us and our partner organisations.

11D is proudly an equal opportunities employer, and will not discriminate against race, colour, religion, origin, sex, physical or mental (known) disability, or age. Our HR team are empowered and available to support our staff in their transition or development into various teams, sectors and new roles at all career stages for all of our employees. This gives members the opportunity to address concerns arising with the business model.

Employees No ownership Paid by members

Equity

Each new employee will recieve:

Sharing is caring.

At 11D, we believe each and every one of our employees is a long-term investment into the peformance of our research and services. As a Co-operative, 11D consists of members (owners-users), a Board of Directors (Policymaking Body), Executive Directors (Managers) and Employees (the work force). The Board of Directors would be headed by our Chair (Local Authority Liaison Officer) and consist of Executive Directors, Independent Non-Executive Directors (INED) and Member Nominated Members (MND).

11D is owned equally by it’s members, not by it’s employees or any large investors.

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We’re with you. Every step of the way.

Our members have a say in how we’re run - and all our members are expected to contribute to operations of the business. All members, Executive Directors, Managers, Officers and other employees are NOT liable at any time for any losses incurred as a result of a co-operative partnership being a separate legal entity.

Our business structure actively encourages a shared, democratic style of management and promotes the sharing of knowledge, complimented with simulating , competitive learning environments in order to ensure the business is achieving projected targets.

Welcome Pack: Containing detailed information on our ethos, employee expectations, house rules, facilities, events, and resources to aid career development.

Career Development Plan: Designed to enable employees to meet long term goals and ambitions, supported by a professional mentor with a high level of experience in the designated role for the first year.

Training: Ranging from data management systems to health and safety, introductory training will be provided by our HR manager in order to equip staff with an insight into office procedures and quality standards.

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Health and Wellbeing

We care.

Employee Development Plan You’re in safe hands.

Career Progression

Here are some important dates for your first year with us:

Management

Present Day Weekly Meetings Progress Review Daily Catch-up

January 14th: ‘Meet The Mentors’ Networking Event

1 Social Diversity

January 30th: Join Quantum and AI Institutes

January 2050

New Starter Training Programme Join AI / Quantum Team

Machine Learning

We develop.

March 15th: Quarterly Progress Review

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Intelligent Data

Financial Rewards

July 10th: ‘Become a Member’ Networking Event

February 20th: 11D Team Building Event

May 18th: 11D Team Building Event

June 2050

Mid Term Review Swap to AI / Quantum Team Knowledge and Expertise

11D Network 28

March 22nd: Give your first #11DTalks

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September 15th: Quarterly Progress Review

We share.

August 29th: 11D Team Building Event November 1st: ‘Join the 2051 Board’ Networking Event

Dec 2050

End of Year Review 2051 Goal Setting Now take us where you want to go!

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Employee Benefits Ready when you are.

Money matters.

Health is wealth.

Rewards!

Working to build a new future can be tiring, and we acknowledge that our employees have other responsibilities outside of work.

Therefore, we have built up a culture of ‘agile working’ - where employees can choose their hours and working locations flexibly. This is in addition to the standard package of benefits, including: Pension Plan Enrolment, private Health Insurance and paid annual leave.

In order to regulate and streamline our working process, staff which are in transient roles (and are required to regularly meet our clients) will have their reasonable travel expenses reimbursed, courtesy of 11D.

At 11D, caring for data means you must also care about your health. That’s why we offer a range of health-centered activities as part of our team building excercises and to promote a healthy work life balance. This includes participating in city marathons, playing on the 11D football team, or joining our Yoga class on the weekend. Whatever your social interests - we have it covered.

When projected targets at met, we’re happy!

We like to share our profits with each of our top performing employees by offering a quarterly bonus. Performance is recorded

by Directors and is determined by our sitting Remuneration Committee on a skills basis.

Upcoming bonuses are communicated at either our bi-monthly or quarterly performance reviews where appropriate.

We also offer a number of healthcare and childcare vouchers which can be redeemed at a variety of outlets and institutions across the country - just that little extra to help our employees along.

Members can also choose what happens with our excess profits. It can be distributed equally to our members, re-invested in the business, or used to support the community and local causes.

We aim to efficiently reduce our ‘unproductive hours’ and pressure on our employees. Agile working allows our employees to continually improve their responses and engagement with our workflow in a more tailored manner.

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All employees recieve a current standard of 25 days paid leave, however there is the opportunity to buy an additional day per year of employment in the business.

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#11DTalks

“ In this industry, we have a responsibility to serve, to intelligently guide, generate and engineer our future with the data available to us. And we’re leaders in that today.”

Communication We need to talk.

Our teams get together to discuss progress each week at our simulating technology-driven discussions. Directors are required to do this in order to best allocate which employees will be working on future projects, as well as keeping up to date with the portfolio.

Nadia Pinto Chair of the Board

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Employees are required to engage with this in an informal manner. This will also be a good opportunity to relay knowledge on particular projects to colleagues from other sectors or teams. By engaging with mentors on a weekly basis, our data is cross-analysed and work is critiqued

by our more experienced staff.

Employees working remotely can also join meetings flexibly via the web. Other announcements regarding training, updated procedures and events is communicated in weekly newsletters via email. We encourage employees to talk about experiences at 11D, and we hold a number of support sessions which are organised and led by our HR department - it’s what makes us invest more into our everyday employee wellbeing.

This pairs with #11DTalks - a new panel debate at 11D covering the current social, political and economic issues in the world. Every Friday, 5PM. Drinks on us.

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Branding It’s all in the name.

CPD + Training

The Practice

The name 11D originated in two parts: the 11 representing the initial number of founding members and together with the letter ‘D’ representing the ‘11th Dimension’ - a superficial element of space-time relationships in ‘superstring’ (or M) theory’.

Superstring theory suggests all matter that has ever existed and that will exist in the universe (right down to the atoms and

Scientists believe there is an 11th dimension that exists which we do not know of in detail, but supposedly provides answers to the loopholes in superstring theory. The connection between the characters in our logo represents this, as well as the data : technology connections of the business - precise, detailed data with a learned future through intelligent systems.

Advertisements + Interviews

11D Mentoring

Web

Collaborations ge led ow Kn

molecules) is made up of scientifically flat and singular dimensional objects called ‘strings’. Much thinner than the nucleus of an atom and a rigid, consistent length, there is no data to tell us exactly what strings are or where they come from.

re su po Ex

At 11D, our vibrant branding represents our strengths and our journey. We are a future led practice and our current business model (a Co-operative) means we want to transition towards a known future as a collective - along with advancements in technology and data.

Publications + Talks

Networking

Our Workforce

VR / AR

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11 Founding Members and the 11th DImension

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+

3

Data : Technology Future (Quantum/AI) connections driven machine learning

2

+

3

=

Client Conduct

Social Media 35

Marketing Finding us is easy. We’re everywhere.

11D has put forward a platform that streamlines the planning procedure which progressively deteriorated after 2020. The system allows for faster decision making and reduces influence and opinion. It incorporates three pieces of software; PANARCHITM, D_MAPTM, and BUMSTM. Our product provides local authorities with a fairer and adequate tool for professionals and students within the construction industry.

PANARCHITM and D_MAPTM would be predominantly marketed, but not limited to, to industries mainly with an interest in the built environment. BUMSTM would be aimed specifically be marketed at

members of the construction industry.

Our first step was to develop our brand and to create seamless platforms that would become easily recognisable and re-inforce our ethos as a future, data-driven intelligent design business.

Become one of us. There are benefits.

Training: Detailed software training for businesses and individuals. Be the first to know about all the new data integration and management software we develop.

CPD Sessions: FREE CPD sessions for our clients and partner organisations.

FREE for students: A FREE licence to use our D_MapTM software for students who are registered at a Higher Education institute. Requires a unique quantum key (provided at registeration) for verification.

Support Platform: Round the clock support on our products and services to ask questions and receive guidance on how to read data and use each of our intelligent platforms.

Image: (PhotoFunia, 2019)

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Image: (Sanster, 2019)

ON THE OUTSIDE

We’re getting smarter on the outside.

We love learning. And we’re constantly improving.

Machine learning is helping us build a more resilient future.

Fee Policies We provide tools to change your world.

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At 11D, our fee policy and financial strategies differ from those of more traditional architectural practices because a large amount of our profit is generated from the sale of our software products.

As the majority of financial problems in architectural practices originate from cash flow, 11D manages to alleviate itself from some of these issues. For our product, the fee is invoiced immediately after clients purchase our software package in order to maintain a healthy cash flow.

we offer monthly and yearly subscription models that are free to cancel at any time.

If a client wishes to upgrade or downgrade their subscription package their updated fee will be applied automatically. With annual payments, the cost difference after upgrading will be scaled based on the number of months left in that payment year.

If a client is unhappy with the features of PANARCHITM Pro they have 6 months within which they can claim a partial refund based on how long they have used the software.

We offer a range of subscriptions to suit every users needs. Our main package, PANARCHI Pro, gives the user full access to our software suite whilst PANARCHI TM Explore and PANARCHITM Plus offers only the use of D-MAPs. For students we offer PANARCHITM Explore for free, this includes our full software range without the ability to upload the BUMs file to the PANARCHITM network. We don’t agree with long contract obligations when it comes to our client base. To give everybody peace of mind

We also offer flexible and efficient service subscription models for organisations requiring multiple license keys. This allows us to maintain close relationships with some of our biggest clients.

As a practice, we also propose the introduction of a monthly subscription fee as part of two service packages. This feature not only contributes to our turnover, but also prolongs our relationships with our clients.

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What we get out of it, financially.

At 11D, we are thorough and honest about every PANARCHITM PRO - £2900 per year subscription. Or, £300 per month.

PANARCHITM Explore - Free subscription.

PANARCHITM Plus - £900 per year subscription. Or, £93 per month.

Comparative to 2019 cost brackets, our system estimates costs that are 10% to that of existing planning fees.

For clients we have made the process cheaper, simpler and more user friendly.

ONLY FOR PANARCHI Pro. Outline Applications need to be either BUMSTM or BIM format and uploaded to PANARCHI TM .

TM

Fee for submitting planning applications: = £46 per 0.1 hectare

Householder Applications must be BUMSTM or BIM format and uploaded to PANARCHITM. = Free Full Applications for: Alteration/Extensions to single dwelling houses Cost = £24 per single dwelling £50 for two or more dwellinghouses New dwellings: = £350 per hectare Erection of buildings (not dwelling houses or agricultural) = £1 per square meter Erection of buildings (agricultural) = £1 per square meter Erection of buildings (machinery) = £40 per 0.1 hectare

IMPORT DATA

Accounts It’s not about the money.

At 11D, we manage our accounts through a series of automated processes, like keeping accounting records (income and expenditure records/ ‘floating’ assets/ fixed assets/ company liabilities/ staff payroll information), keeping records of business’ sales and purchases (use unique invoice numbers/ list outstanding debtors/ list outstanding creditors) and so on. Our year-end accounts will be managed by our in house accountant and aided by our automated processes.

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Tracking the time spent on projects is the most significant function of our automated system. We assess and monitor the resources spent on a complete or live project by overall monthly and yearly targets we keep. It is particularly beneficial for post analysis of projects as it provides a critical view of whether or not client projects have met the initial, desired objectives.

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Tax Strategies Transparency is our policy.

At 11D, we are thorough and honest about everything we do, including when it comes to paying tax. We believe that everybody must pay their fair share and like most responsible practices we communicate regularly with HMRC to ensure we follow all relevant laws and regulations. We follow this closely because we have a responsibility to our members to be transparent. In paying our taxes we also make a pledge to never use tax havens as a means of avoidance nor limit our tax liability through artificial schemes.

Tohelpourmembersbetterunderstandhow the business is being run we offer an annual report which highlights our tax numbers.

Due to the importance of our work within a number of industries we have been able to follow two different tax strategies. The first is to claim Research and development tax reliefs, the second is to apply for a lower rate of Corporation Tax by The Patent Box. However, we do enlist the help of external auditors to further review our company portfolio. Patent box sits alongside R&D tax relief as a strong financial incentive for companies to innovate. Patent box was introduced by the government in April 2013 to reward the active exploitation of patented technology in the UK and remains a very generous tax relief for businesses utilising their patents. The patents we currently hold are for the Quantum software behind our PANARCHI network, our unique .BUMS file format and the AI technology within the BUMS software.

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In practice, if 11D is both profitable and loss-making we can receive up to 33% of the amount spent on qualifying R&D. This money is paid as a corporation tax refund, or as a negative corporation tax, after the end of the financial year. The money is tax free and can be used for anything, from hiring more developers, buying equipment to paying out dividends.

By electing to use patent box we can receive a 10% tax rate, reduced from the headline corporation tax rate of 19%. This tax reduction can easily outweigh the cost of obtaining a UK patent and could potentially generate a substantial cash injection into our business model.

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Quality Assurance Transparency is our policy.

Research Analysis

Deliver

Testing

prototype

Market Release

Design

The goal of our quality management system is to address the principles and processes surrounding design and development and delivery services to clients.

We measure client satisfaction through the effective application of quality management systems, including continuous improvement and prevention of non-conformities.

a secure financial basis and maximize the retention of employees. Not only does this contribute to a healthy work environment inside the company, it reflects on the outside as well. This means that our customers, whether existing or potential, will continue to see benefits through our service along with the knowledge and experience gained from their projects.

Suport

Our quality management system meets all applicable requirements of the international organization’s ISO 9001: 2008 standard.

Development

Baseline System

planing

Our goal is to provide high-quality services.

In order to do this, we strive to maintain

Production

Risk Aversions It’s not about the money.

Our extensive risk management process includes risk identification, risk assessment and risk mitigation.

Throughout the process the team will conduct workshops and work closely with the client, stakeholders and sub-consultants as part of the risk management strategy.

This collaborative approach will draw from the experience and knowledge of all parties and by establishing these workshops early in the process to identify potential 46

risks, the design will be developed on a sound foundation. Once the risks have been identified an assessment of the risks will be made, to establish the likelihood of the occurrence and the possible consequences of the risk. We try our best to provide solutions for these risks. For the risks that cannot be avoided, we will explain in advance at the contract stage.

47

TECHNOLOGY

RISK IDENTIFICATION

ASSESSMENT

INTERNAL ANALYSIS

RISK MITIGATION/ADAPTATION

Software bugs

The software is tested many times before release.

Attacks from hackers

Employ network security to protect 11D’s data and regularly back up the data on the server.

Server crash

Maintain the server regularly and upgrade the server scale according to the number of customers.

Client loss

Send questionnaires to clients.

CLIENTS

Payment issues

Communication issues

Evaluate the customer’s qualification in the early stage and identify some red flags.In the contract clearly on the delayed delivery of compensation.

11D

Unreasonable demands

48

Changes to brief/ requirements

Any significant changes will be returned back to our system in order to get planning permission.

Cash Flow Mismanagement

Refer to ‘Financial Management.’

Disclosure of confidential or detrimental information

Considering legal action.

Lost of key person in the project

Contact with headhunters to find the right person.

49

Liability Policy

Data Protection The small print.

The document below sets out our most recent Liability Policy details:

Purpose The purpose of this (11D’s) Data Protection Policy is to ensure compliance with various current legislative requirements including elements of: Data Protection Act 2021, Freedom of Information Act 2025 Regulation of Investigatory Powers Act 2000 GDPR (General Data Protection Regulation).

That personal information is collected, handled, processed, recorded, stored and used strictly in accordance with the requirements set out herein.

Background In the course of the company’s business activities, 11D needs to collect and use certain types of personal information about their employees and other third party business related contacts including compliance with the statutory obligations of local authorities, government agencies and the like. Such personal information must be handled properly, irrespective of the method of collection, processing, recording, storage and use e.g. on paper, computer database etc.

11D therefore fully recognise that the lawful and correct handling of personal information is crucial to its successful business activities whilst maintaining the trust and confidence of the parties concerned.

Principals of Policy In accordance with the requirements of current legislation, the principals require that personal information shall: Be processed fairly and lawfully Not be processed unless specific conditions are met Be obtained only for one or more specific and lawful purposes Not be further processed

50

incompatible with the intended purpose(s) Be adequate, relevant and not excessive in relation to the intended purpose(s) Be accurate and, where necessary, up to date Not be kept longer than is necessary for the intended purpose(s) Be processed in accordance with the rights of the individual and data subjects Be protected by appropriate technical and organisational measures against unauthorised or unlawful processing or accidental loss of, or destruction or damage to, personal information Not be transferred to a country or territory outside the European Economic Community unless the country or territory ensures an adequate level of protection for the rights and freedoms of the individual and the rights of the data subjects.

11D Controls and Implementation By the implementation of technical and management controls and procedures in respect of personal information, 11D will: 1. Carry out an annual audit of all personal data retained by the company and keep a record showing the key information relating to this data: 2. Where information is obtained from: (Intended use, Location of information, Access, Security, Length of review) adhere to conditions appertaining to the fair collection, handling, processing recording, storage and use of personal information Specify the intended purpose for which personal information is used Collect and process appropriate personal information and only to the extent that it is needed to fulfil business needs or to comply with legal requirements 51

6. To rectify, block or erase incorrect personal information 7. To take appropriate security measures to safeguard personal information 8. To ensure that personal information is not transferred abroad without suitable safeguards in place 9. To treat the individual fairly and justly in accordance with 11D’s Equal Opportunities Policy when dealing with requests for personal information 10. To set out clear procedures for dealing with requests for personal information.

11D will also ensure that: Anybody, who handles or manages personal information, understands that they are contractually bound to adhere to 11D’s policy and procedures and recognised good practice in respect of Data Protection Anybody, who handles or manages personal information, is appropriately trained and supervised;

52

Anybody,whowantstomakeenquiriesabout personal information, knows what to do;

S

STAINAB ILI Y SU

TY

TA IN A

A

LIT BI

Disciplinary action is taken against any employee who is in breach of this Policy.

AI N

5. To be informed that processing is being undertaken of access to the individual’s personal information to prevent unecessary/unlawful processing in certain circumstances

ILITY SUS

ABILITY SUST

Methods of handling personal information are clearly described, regularly assessed and evaluated;

B INA

AIN ST

4. Ensure, in respect of personal data that is held, the individual’s right

TA US

U

Queriesabouthandlingpersonalinformation are promptly and courteously dealt with;

STAINAB ILI Y SU TY LIT S BI

the duration that personal information and data is held.

The Board of Directors review this Policy annually, or as and when changes in relevant legislation necessitate revisions. The annual review will evaluate performance in respect of handling personal information and identify what appropriate improvements can be made including the incorporation of recognised and current best practice.

Sustainability Going green.

Sustainability has for a long time been a catchphrase for green business practice.

We know that our customers care about the environment and we are always keen to work with businesses and organisations who incorporate social responsibility into their policies. 11D is committed to incorporating this practice into the company’s long-term strategy and consistently implement measures to reduce environmental damage and reduce consumption of natural resources, thereby supporting long-term ecological balance.

We invest time in training employees on the importance of sustaining the environment through transparency of our practice.

Our sustainability manifesto includes: 1.

Being intentional about sustainability

2.

Educating new employees on sustainable approaches

3.

Conserving water, gas and electricity (starting with ourselves)

4.

Using Sustainable Supply Chains

5.

Following an upcyling/recycling programme 6.

Purchasing energy efficient products 53

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DESIGN OF THE DEVELOPMENT PROCESS JOURNAL

Contents 01 Introduction Narrative

Hello.

We are 11D.

02 Procurement Contract A Contract B Reductive Planning POE- Alteration Strategies

03 Generative Design PanArchi BUMs D-Map

04 Concept Feasibility 05 Conclusion 06 Bibliography

Location: 30 St Mary Axe London UNITED KINGDOM EC3A 8BF

Contact: 020 7071 5029 info@11D.com www.11D.com/uk @11D

01. Introduction The world is rapidly evolving through technology , so are we.

11D is a multidisciplinary Architectural, Data and Software company based in Manchester (UK), since 2019 have been independently working within architectural, planning and software industries. Since meeting in 2045 we have developed a collection of programs ‘that communicate to each other’ by optimizing building planning systems.“The digital agency industry is relatively new and ever-evolving. The increasing rate of change in all fields demands that we adapt to new technology and pioneer new avenues of growth and innovation. This environment of rapid change brings both serious challenges and exciting new opportunities to those of us who wish to stay ahead of what the future will hold ” (Digital Agency wix.com).

Our intent is to identify the most significant challenge in the built environment by collecting a set of data that will be translated into an architectural language through the power of Quantum Computing. The first goal for 11D is to identify the challenges in city planning by taking into account major potential impacts.

By the year 2050 these impacts have begun to manifest with concerns over planning; lack of visionary leadership and technological expertise; lack of a proper monetary mechanism to check the implementation of the plan and insufficient data to conduct appropriate development. In addition, planning is slow to adopt changes to an ever evolving society.

1

“Instead the operation of the planning system remains stubbornly contentious and contested, a battleground for competing ideologies and pressure groups, a recipe for delivering delayed and second best projects, a cost and not a benefit to the economy and to society. There is a desperate housing shortage to overcome, to begin to tackle it we need to build at least an extra quarter of a million homes each year just to keep up with household formation ”(Planning-Problemor-Solution, 2015). However, reconfiguring or abolishing ‘planning’ would not be a solution, therefore unlikely to happen and extremely likely to aggravate the current condition of planning. Instead we need to get to the heart of the problem and completely re-shape the way planning is structured.

With PANARCHI and our generative design software BUMS and D-MAP, we aim to address social, economic, environmental and migration concerns that are rooted in issues of overpopulation. Our Visual Data Management Platform, PANARCHI is powered by Quantum Computing and is formed of multiple subsystems generated from a wide range of data This can be used in a variety of disciplines and industries to consider small scale impacts and systems within the scope of a larger complex program.

We aim to work with councils of all sizes, types and political affiliations and with a range of other partners in the public, voluntary and private sectors.

At the heart of our engagement with local authorities the value of planning and the built environment for quality of life are established through the importance of joined-up thinking of Architects, Data Analysts, Software Developers and local government. This will lead to agreements of advanced planning models that will facilitate growth. PANARCHI will we be able to generate a city model where data is mapped into space, representing how quantities change from one location to the next. Planning will not be a single system, however will be multidisciplinary, dynamic and responsive to the built environment.

2

Dat aP roc ura m en t

02. Procurament

Data Ag

t en

Contract B Dat as ou

e rc

Regulations Restriction

LOCAL AUTHORITIES

Proposals

Contract A

Contract

DSA-Data Sharing Agreement Local Authority

3

We establish data sharing agreement with the Local council, the sharing of data may take different forms, such as the reciprocal exchange of data. The first stage of data collection will be accomplished by identifying potential clients of local governance/ authority who hold relevant data of the built environment. 11D is a team formed of staff who have previously worked in different fields such as Quantum computing, Software development and architectural planning. This has contributed to strong connections with the council team and opens up good opportunities to work with neighbouring areas in the future.

Prior to joining 11D one of our founding members was working in the council and

began to develop a city model prototype with the support of the planning authority.

This attempt was not successful due to a lack of processing power from their traditional computers. Now with the advancement of our Quantum system and vast network, we are able to generate AI- models from BIM to BUMs and improve the initial planning system and by extension the built environment.

The types of data shared may be of a different nature, such as all data related to the built environment. The data is protected by intellectual property rights or another kind of property-like right, data considered confidential, financial data, etc.

4

Operating System

Software

User

Contract A Contract B

DSA- Data Sharing Agreement

Software License and Subscription D_MAPs and BUMs - we will offer a premium subscription model which incorporates both software and allows for unlimited uploads to PANARCHI. Cheaper subscription models will be offered to people only wanting to use D-Map and free access for students for a fixed measure of time. By subscribing to the software integrated into PanArchi (System), clients have access to 24/7 technical support, free AI workshop, software updates and access to the specific features of D-Maps and BUMs.

5

6

Operating system

Introducing our shiny new PANARCHI TM subscriptions.

License server

Programmer

Buy now.

Pay later.

MOST POPULAR

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20

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21

We offer a range of subscriptions to suit ever users needs. Our main package, PANARCHI Pro, gives the user full access to our software suite whilst PANARCHI Explore offers only the use of D_MAPs. For students we offer PANARCHI Student for free, this includes our full software range without the ability to upload the BUMs file to the PANARCHI network.

Architect Contractor

7

Student

6

03. Steps of Generative Design PanArchi

Building Facilities

Through testing of our software we have noted that not everybody will want to produce a generative design and many different industries can benefit from the information we produce. Therefore we allow clients to specify the data they want from PANARCHI. To generate a design the client will set parameters against the information imported from D_MAPs. These will specify the brief that the client is working toward, ranging from construction cost to function. To ensure architects are not left out of this process the interface allows architects to dynamically alter the layout and exterior design of the building. Each change will update the set of parameters and building information. These alterations are a responsible action that is put in place to avoid total control by AI. The final design is uploaded to PANARCHI to apply for planning permission and check the final parameters against the overall built environment and its conditions.

Geography Topography Climate Biodiversity Environmental Continental Regional

UPDATING

PANARCHI is the software that is hosted by us through 11Ds state of the art 60 Qubit Quantum Computer. It is through this that clients will be able to download a section of a particular site using D_MAPs. This will be exported to their device with embedded layers of information and can be flattened into a map of any traditional format. The information in this file can be accessed only through the stand-alone BUMs software as it shares the same system language.

DATA PROCESSOR

What is it ?

Demographics Social

Age Ethnicity Gender Geographic

Political

Economic

PanArchi is the host software (Cloud), D_map - at this point the client only collects the data of a specific site. Clients extract the information from PANARCHI and load to BUMs which can be converted into a broad spectrum of languages such as Dwg.

UPDATING

9

UPDATING

10

AI powered generative design with options

Optimised options based on site data and selected preferences

GENERATIVE DESIGN

Detailed output that can be used for design

Layers of information of the site

Selection of site and specification of data

Detailed model based on selected data

Deansgate, Manchester 2050

11

QUANTUM SYSTEMS

</> software

DATA

60 Qubit Quantum Computer

TRADITIONAL FORMATS

Sorting large data sets into accessible categories based on assocation

12

Energy Efficiency 100%

Defensible Space 100%

Active Frontages 100%

Infrastructure Network 100%

Building Regulations 100%

Use of Materials 100%

Social Integration 100%

Site Specific 100%

Cost

13

100%

14

Complex Design

Adaptive Design

Parametric Design Generative

PanArchi

Advanced Modeling Design perfomance

Parameters based on client brief

BUM

Check with PanAchi if there is an issue with parameters need to be chnaged ed

Spatial Analysis Structural Analysis Analytical

• Instance feedback returend • Real simulation • Semi-automated process • Controled • Generating design • Multi-user access

BIM • Techinical drawings • Construction managemet • Specfication • Multi-user access

Environmental Analysis Digital Analysis Complex Data collective data can be presented in readable formats to facilitate the process of understanding the results by architects, clients and technical team.

Visulisation

VR / Augmented Reality

Virtual and augmented reality will the clients to conceive the design and concvince them that the design works.

15

16

Denied design

BUM

Approved

Always Updating

Construction information

PanArchi

Post occupancy alteration strategy Construction

Checking

In the traditional model, some alterations require planning permission and could be only carried out as a permitted development if they satisfy certain limits and conditions.

This process usually takes around 3 months.

However, through our system, this will 1-2 days to be checked and approved since PanAchi system will include all these requirements as parameters and occupiers will be required to submit all the information that they need to submit in order to get planning permission. This will also help us to keep our system up to date with the latest information.

Approved Design

Occupancy

Thinking to change Alteration approved

Alteration 17

18

04. Concept Feasability Benefits and Constraints of our System We are committed to improving the built environment through our Virtual Data Management Platform (PANARCHI) and aim to establish a healthy ecosystem of data sharing through collaboration with local communities and councils. Through the use of quantum computing, large data sets and our innovative three pieces of software; PANARCHI, D_MAP, BUMS. Our product provides local authorities with a fairer and adequate tool for professionals and students within the construction industry.

Before the establishment of our products we relied on various feasibility studies which provided essential steps to assess the viability of our proposed system. This helped us identify key technical, geographical, political and economic conditions and provided quality information for decision making.

Our proposed system led to many feasibility questions specifically related to what the future would hold in relation to advanced systems generated through the advancement of technology and data processing. These questions helped us to efficiently evaluate the strengths and weaknesses of our business. In 2045, we initiated phase I of developing the project, with the main goal being to solve problems of the built environment through AI generated design.

The next milestone saw us develop PANARCHI as our main platform to process the data needed to support our AI software. With contributions from Manchester City Council we were also able to generate a virtual city scale model of Manchester. The experiment faced various trials and errors with a lot of time being put into perfecting our quantum computing system.

19

With PANARCHI we are dedicated to helping clients and local authorities address complex challenges and execute initiatives designed to further their strategic objectives and deliver value for their project. Over the years the errors and lack of data on complex systems projects have had a drastic impact on the entire built environment. The strain put on the council and the government as a whole to house a growing population has led to short term solutions and fundamentally flawed design. Not only has it had a disastrous effect on culturally rich places such as Manchester, it has brought social calamity with poor communication of data relating to social and economic conditions leading to concerns of public safety.

A structured, integrated and intelligent approach is needed to mitigate the risks embedded within the current planning system.

We believe that data should be explored to optimise design solutions. Within the context of complex planning systems, 11D has put forward a platform that streamlines the planning procedure which progressively deteriorated after 2020.

The benefits of using our innovative three pieces of software PANARCHI, D-MAP, BUMS include the following: Timesaving:PANARCHIisprojectedtoreducethetime spent from concept design to planning application.

The hours spent during the Stages of work can be diverted to other activities. PANARCHI gives instant feedback to clients regarding to planning conditions.

Capital Return: Our data driven cooperative allows us to give back directly to the communities we work with. The more money we make, the greater the return for society.

Concept Feasibility Automation: Our system is a largely automatedprocesses,whichcreatesminimalroom for human errors and delays.The system allows for faster decision making, accuracy and negates personal opinion. The role of the architect is adapted within the BUM system to make alterations to the final design.

Capital Return: Our data driven cooperative allows us to give back directly to the communities we work with. The more money we make, the greater the return for society.

Automation: Our system is a largely automatedprocesses,whichcreatesminimalroom for human errors and delays.The system allows for faster decision making, accuracy and negates personal opinion. The role of the architect is adapted within the BUM system to make alterations to the final design.

Access control: When extracting data from PANARCHI, the interface allows the user to see a limited visual representation of the entire system. Only after extracting into D_MAPs are editing privileges given as well as being able to filter the necessary data for the project.

Ease of use: Our softwares are available to any individual, the subscription is simplified within a few steps. The unique system language allows for fluent communication between all our software.

Synchronised editing: When using PANARCHI, multiple project managers can work on their respective BUM at the same time.

Critical analysis: When exporting the D_Maps from the PANARCHI the client can view, analyse and evaluate the requested site based on the data within the designated plot. This includes information such as transport links, permeability, climate, topography, demographics, etc.

Reporting and Check : Once the client generates the model through BUMs (Building Universal Management System) they can upload it to PANARCHI for review before planning submission. Our system will strictly evaluate and scan the design to find unexpected errors.

Once the design is approved by PANARCHI the client can continue or finalise the project, if the software scans any errors within the project, it will send it back to the client for amendments.

When using one of the software the client can create efficient design solutions and be in peace of mind, which will result in less stress during the stages of design work and planning application.

PANARCHI can create reports for a single project or across multiple projects in the program.

It becomes clear that the benefits of using integrated software schedules far outweigh those created back in 2019 of a single system processed by a traditional computer. There is a necessity of advanced tools that will constantly update, delegate, distribute and edit data for ease of use. “Large projects are often managed by multiple people, and they are too busy to struggle with managing a large, complex project schedule” (Project Management Institute, 2019).

We at 11D also evaluate the constraints of distributing our software, which include the following: Process control: The client has no control over the PANARCHI software management.

The functionality of the software is encrypted

by Quantum within our network. The client can edit and manage the D-MAP, however, this is not a major issue for our resultoriented practice nor to our clients who agree to follow the process determined by us.

Data: Data processing system must comply with the current and local data protection.

Quality: To avoid issues with adherence to planning policies or data quality, we maintain a strong relationship with credible data providers such as local authorities.

Intellectual property: Sharing intellectual data property is an extremely sensitive action because it constitutes the provider’s competitive advantage.

Time saving Process control

Data

Capital Return

Automation Quality

Intellectual property

Access control

Ease of use Language/cultural barriers Synchronised editing

Critical analysis

For this concern, we establish institute nondisclosure agreements and information security measures with the clients (local authorities).

Language/cultural barriers: We may find communication issues with clients who live in foreign countries. Thus, at 11D we encourage diversity within our software supporting team.

Previous to the existence of PANARCHI, project alterations required planning permission that could take up to 3 months resulting in a stressful and back and forth process for both architects and planning authorities. As a consequence, planning permission would only progress if they meet the conditions set by the council. However, through our system, this process takes only 1-2 days to be checked and approved.

Reporting and Check

22

05. Conclusion

Weâ&#x20AC;&#x2122;re different on the inside

Our innovative software adopts cutting edge technology to aid in processing complex data which is converted into responsible and responsive design. This image of Manchester highlights what is possible for the future using our software suite. With quantum the possibilities are endless which can make it hard to find the best solution. At 11D we simply the process, giving you the optimal outcome based on the design you want to see.

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06. Bibliography GOV.UK. (2019). Data Ethics Framework. [online] Available at: https://www.gov.uk/government/ publications/data-ethics-framework/data-ethics-framework [Accessed 1st Dec. 2019].

Bunting, M. (2019). Profile: Zygmunt Bauman. [online] the Guardian. Available at: https://www.theguardian.com/books/2003/apr/05/society [Accessed 30th Nov. 2019].

News.bbc.co.uk. (2019). BBC - How Rochdale Pioneers changed commerce forever. [online] Available at: http://news.bbc.co.uk/local/manchester/hi/people_ and_places/history/newsid_8838000/8838778.stm [Accessed 1 Dec. 2019].

Team, E. (2019). Sustainability, Big Data, and Corporate Social Responsibility insideBIGDATA. [online] insideBIGDATA. Available at: https://insidebigdata.com/2019/02/15/ sustainability-big-data-and-corporate-social-responsibility/ [Accessed 1 Dec. 2019].

Investopedia. (2019). Corporate Social Responsibility (CSR). [online] Available at: https:// www.investopedia.com/terms/c/corp-social-responsibility.asp [Accessed 1 Dec. 2019].

Co-operative.coop. (2019). Ethical policies. www.co-operative.coop/ethics/ethical-policies

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[online] Available at: https:// [Accessed 28th Nov 2019].

PERFORMANCE REVIEW GROUP - L 11D

JOURNAL A

Individual members were assigned into different groups based on their skill sets and their interests within the project. Journal A constituted a more business orientated approach with contextual information underpinning the origins and ambition of our practice.

JOURNAL B ARCHITECTURAL BUSINESS DESIGN JOURNAL

Journal B offered a more design and process based approach.

Members were chosen to produce document because of their interest in diagramming and developing a strong working knowledge of our digital platform.

Overall Analysis ARCHITECTURAL BUSINESS DESIGN OF DEVELOPMENT PROCESS JOURNAL

Asim Hanif Alistair Lewin

Jason Lloyd

Lour Roberta

Product Research Software Distribution Benefits Marketing Finance

Jiacheng Ying

Quantum Systems Generative Design Integration

Will Horn

Context Ethos Quantum Responsibility

JOURNAL- A TEAM

Jingyi Ye

Ashif Shafi

Jingyu Lyu

JOURNAL- B TEAM

Accounting Liability Procurement

Saad Sharifeh

Nadia Pinto

Client Relations Concept Feasability Layout Design Graphic Design System Strategy

As a multinational team with members both male and female from a number of different ateliers, inputs from many backgrounds helped us to diversify our ideas. At first all members worked together to brainstorm ideas for the proto-practice, which worked well as some members pushed back to find the logic of the proposed business plan whilst others developed ideas. Over the initial weeks the tasks and discussions that arose from the PS3 lectures gave us an opportunity to build a strong team dynamic.

This presented itself in the setting out of work in support of our individual skill sets alongside various interests.

Attendance was relatively high across the months working together and discussions on key project outcomes were met with enthusiasm for the most part. We had slight setbacks from the restructuring of the group in the first few weeks due to members leaving, however we believe it did not impact the productivity of our team. Towards the end of the project we decided to split into two main groups, those working on Journal A and those working on Journal B. This allowed us to narrow down key areas of research which pertained to the specificities of the individual journals.

Despite the different group responsibilities the teams were very fluid and communication was strong between all members. This enabled us to help each other complete set tasks when required and work on efficient solutions to problems based on the varying skills sets we possessed. We all agreed that although individually different, academically we worked together exceptionally well.

This ability to communicate and support one another was likely our strongest asset and helped us develop a thorough proposal in an area of research most of us had little prior knowledge of.

Concept idea Researching for disruptive technology Precents

Economic strategy & Journal production

Tutorials. Discussion of Quantum systems

40 Intensive week

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All in all this project has taught us that university group work doesnâ&#x20AC;&#x2122;t have to be stressful, instead working in a group can become a mini support network when producing a difficult detailed piece of work.

Although our group meetings remained PS3 based, the value of building this network was that it spanned across other academic endeavours, having a mixed atelier outlook proved hugely insightful.

We felt that as a group we should have developed a concept for the practice sooner, as it was playing catch up from the get go in terms of journal and presentation production. The late development and complexity of our chosen area of research also meant that the final stages of work involving the journals were strained based on total understanding of the topic. We observed that going into the development of this work only half of the group fully understood the context and principles of our platform and practice. This resulted in a lot of time spent on informing members of recent changes and specific details of our research area. To have avoided this situation more open discussions were needed in the late stage of the project with meetings requiring full attendance.

Panarchi & digital platform development

30 25 20

How would we do things differently?

15 10

Lecture Time Group Study

5

01/ 08/ 15/ 22/ 29/ 05/ 12/ 19/ 26/ 03/ 10/ 10/ 10/ 10/ 10/ 11/ 11/ 11/ 11/ 12/ 19 19 19 19 19 19 19 19 19 19

WEEKS

HOURS OF WORK

What was the Value of working together?

WORK PROCESS

What was successful?

1. How and what you contributed ?

I was the director for our group’s 2 videos Prepare for everyone’s scripts, film them, edit them. I was also in charge of explaining the advanced quantum computer stuff and how our business systems run with the softwares we develop.

2. What you learnt/gained?

From this practice, I learned how to arrange people for making a good video, and also the video editing software Adobe premiere.

3. How you benefitted from groupwork/teamwork?

By cooperating with a large group, I began to know how the whole work environment will be like and how should I work with others in the future.

4. What was your value to the team and value of the team to you?

The intense days of filming I felt everyone is in a harmonious enjoyable efficient working environment, with pressure for deadline but without burden, which is really nice. I know more from collaborating with people from different backgrounds, and I feel more confident in working with different people than before.

5.

What was successful/ what wasn’t successful ?

I think my team did a great job from confirming the initial project concept to finish in what we want to show to others. It was a success. We 11D did our best to make this advanced project which will be helpful to the future architecture or city planning field more feasible.

6. How you would do things differently?

This is the first time working with such large group, it was better than what I thought. I enjoyed it a lot while working, everyone was one element of the whole group and because everyone devoted themselves, made the whole system run well.

1. How and what you contributed ?

Throughout the course of the project development I assisted my teammates with initial brainstorming exercises that involved multiple concepts and helped to rationalise our ideas into one specific area of interest. I contributed a lot of research into the capabilities of Quantum computing and in a discussion with Mike Ryan helped us develop our concept within the realm of data sharing. I was heavily involved with designing and planning our company software and understanding how it was to be implemented. Over the months I was active in discussions over the teamâ&#x20AC;&#x2122;s progress and helped to reflect on new objectives for the following weeks.

2. What you learnt/gained?

I have learnt a lot about working efficiently in a large group. Beginning the project, I found it difficult to manage the different ideas, opinions and directions that we could take and how these could be brought together holistically. Working on this project I have gained more confidence to share and contribute ideas, as well as presenting in front of an audience.

3. How you benefitted from groupwork/teamwork?

From the group work I benefited most from evaluating my own ideas and the critical thinking involved in constructing a project that should satisfy all members of the group. From this I am more able to rethink and reflect on how to effectively tackle an assignment in other academic and professional contexts.

4. What was your value to the team and value of the team to you?

As part of the team I helped guide the project concept from start to finish and was consistently available to discuss and develop new ideas for us to implement and establish. To me the team was incredibly supportive and always communicated effectively the tasks ahead. The organisation and presentation of our work was due to their commitment to the highest standard which I found to be most valuable.

5.

What was successful/ what wasnâ&#x20AC;&#x2122;t successful ?

I believe what was most successful was our research into the technical aspect of our concept and the presentation with which we illustrated our ideas. Our team management was also highly successful with every member having a responsibility and no trouble regarding leadership or direction. I feel what was not successful was the research into our established context, I.e. data regulation and cooperative principles. This was due in part to last minute additions to expand the boundaries of our company but consequently lacked the depth necessary to answer criticisms after the presentation.

6. How you would do things differently?

Doing this project again I would surely invest more time into solidifying a concept earlier than we did. This would have then benefitted us by being able to ask more direct questions in tutorial and given ourselves more time to work on more thorough research. I would also ensure that the presentation of all journals and slides were started much earlier to reduce the pressure involved in last minute work and reduce risk of printing / binding issues.

1. How and what you contributed ?

At the first stage of discussion, I gave my best contribution to find an agreement in the type of business model we wanted to pursue. It did not come easy since we all had different ideas. My output throughout the coursework varied from project design management to the delivery of journal B. I helped my colleagues on completing their tasks specifically related to Journal B and the Practice short video. I felt very comfortable at delegating roles and responsibilities. I had taken on the responsibility of structuring Journal B as well as writing the Journal’s Introduction, Procurement, Generative Design, Concept Feasibility and Conclusion. I also designed the diagrams and initial pages layout, I acted in the promotional video for 11d and contributed to write the script . During the presentation, I had the role of presenting the concept feasibility of our business model.

2. What you learnt/gained?

The overall coursework had massively contributed to the understanding of an architectural business structure set in the future.

The creation of a non-traditional practice based on the capacity of Quantum Computing helped me to think outside the box and step out of my comfort zone. Working for the business design proposal of 11D contributed in the improvement of my management and communication skills. The topic chosen to deliver our business plan was new to me, at the first I felt challenged and somehow uncomfortable but with constant discussion with the team and individual research, I started familiarizing myself with the topic.

3. How you benefitted from groupwork/teamwork?

Each member of the team showed high capability to create a team - oriented environment. I have improved my software skills by helping and being helped by my colleagues. The group work allowed us to refine understanding through discussion on the future of our careers. We were able to share knowledge and experience as the group was formed of individuals from different ateliers. We constantly gave and received feedback to each other on the performance and delivery of the 11D business model.

Each contributed with their knowledge and experience by sharing diverse architectural perspectives. The different architectural backgrounds within the members built up a dynamic and versatile team.

4. What was your value to the team and value of the team to you?

I was available to help and contribute with any necessary task. I was flexible to work in each journal and did not restrict myself to the allocated task. I designed the initial pages layout, selected the infographics, colour palette and chosen font to be implemented in the journals and presentation. Working with the team was very pleasant in a way of simulating a healthy work environment. We were very supportive and open to help each other in order to successfully finalise the coursework.

5.

What was successful/ what wasn’t successful ?

The group delivered a very successful work that challenged each individual member. However few improvements could be done in terms of concluding individual task on time. There was some time management issue at the final stage of the coursework, that could be easily solved if we had an even number of people working in both journals and presentation. The presentation was not finished on time, this resulted in some information being missed off. Our business model didn’t come across clearly to the panel this was due to the lack of clarity in some sections of the presentation.

6. How you would do things differently?

I wouldn’t do anything differently. The coursework challenged us in different levels, and it was definitely a learning opportunity beyond a traditional practice of architecture. We proposed an innovative solution to deliver an efficient architectural product aiming to tackle current and future issues in the built environment. However, we could have justify better our relationship/ partnership with the council that seemed to be not well understood by the panel. I would have put more pressure on finalizing the presentation slides on time.

1. How and what you contributed ?

I was heavily involved in the initial brainstorming discussions relating to what the business might be and was a key member of the group of individuals involved in the continued progression of the business idea development through to submission. In addition, I took on the role of the presentation of the business ideas via a set of diagrams (as included within Chapter 2 of Journal A). Further the drawings and text I had been assigned, I also aided other team members with their diagrams/text/referencing for Journal A when necessary.

My secondary role within the team was to act as a Project Manager, coordinating the various members, assigning them tasks to complete, and ensuring that their elements of work were all completed on time and to the standard the team wanted.

2. What you learnt/gained?

I am usually the shy one in a large group, however, during this project I found myself in a position where I effectively became the Project Manager of the team, which was a new experience for me. This was stressful at times especially where other group members would come to me for answers which I wouldn’t necessary have at the time. That being said, I feel my confidence has grown as a result of this piece of work and my ability to effectively deal with a number of issues at once has been developed. I learnt about a specific area of computing that I had no previous knowledge about and now feel like I have a better understanding of this and its potential benefits to our business.

3. How you benefitted from groupwork/teamwork?

I feel like I have learnt that groupwork doesn’t always have to be difficult/frustrating/led entirely by one individual’s opinions, which had been my experience prior to this module. It was reassuring to be part of a group where we were always very honest with each other about ideas, bad, good or just crazy, but I believe everybody’s opinion or idea was listened to throughout and nobody felt judged for having a different idea. I feel this was an incredibly positive outcome for a group where few of the members had known each other before starting the project.

4. What was your value to the team and value of the team to you?

As part of the group, I was active in discussions that led to the development of our chosen business plan, I helped coordinated the other members to ensure they knew what their roles were, helped them when necessary with their tasks and made sure our work was completed to a good standard.

I feel that the team helped me by all contributing, meaning that our final work was to a good standard. They were all active in communicating throughout and as a result we could always asked each other questions and know we would receive a positive response.

5.

What was successful/ what wasn’t successful ?

I believe our general business plan, development of our project through to journal stage and team cooperation were all very good. However, we added additions to the business plan too late and these were therefore not fully integrated within the scheme. I believe our presentation slides lacked the depth shown in our journals and as a result our idea didn’t come across as well as it should have. I would hope that the quality of the journals would therefore be given precedent over the presentation in this scenario as they do illustrate the depth of our thought and research.

6. How you would do things differently?

I would have urged the team to progress/finalise the business sooner than we did. This would therefore have avoided the last minute additions and given us more time to review the contents of the journals as a group. This would remove the disjoint between the presentation and the journals. By completing the work sooner, we would have avoided the last minute rush of printing and binding.

1. How and what you contributed ?

During the group work, I was responsible for leading the group graphically in compiling the content for Journal A. Individual members had each taken a different section of the journal that they felt comfortable with and it was my responsibility to ensure the tone and language of the various elements explaining the business model as well as the diagrams complimenting the text were consistent and fit into the overall image of the firm. I had also taken on the responsibility on researching possibilities of the firm’s equity structure, as well as designing the employee development plan, benefits, communication, branding and marketing strategies (Chapter 3 of Journal A). Chapter 3 was completed fairly early to enable the foundations for other strategies and policies at the firm to be designed (but all content consistently followed the idea that we are a large, complex firm presenting future technology in a playful, “humanised” manner). In the presentation phase, I had the role of presenting a section of our business model to the panel alongside my colleagues. I had also tried my hand at editing videos – and completed a segment which formed the end of the introductory video to support the group presentation.

2. What you learnt/gained?

I learnt the process of deciding on various principles of the business had to be iterative – I realised it was much more complicated to argue for a particular business model as there are downsides to each structure, considering we were designing a practice which would be launched in the future (where traditional business models may not exist completely or be as rigid as they are now). With regards to the group, I often found it difficult to take in business ideas in a large group. However, the Professional Studies course (especially through the lecture series) was timed incredibly to allow relevant weekly discussions within the group to emerge, and this helped us to structure the various elements we had to research. I have learnt that professionalism stems from not just an outside image of the portfolio of work that a firm completes, but also the social culture and wellbeing of the “office” – that employees are an important commodity in a successful business.

3. How you benefitted from groupwork/teamwork?

This project allowed me to reinforce my skills in managing a team, and ensuring all members reached regular milestones which ultimately allowed us to meet the deadline effectively and in due time. As the group was made up from students from all ateliers, there were various thought processes and views on the future of the industry and the challenges we are all facing which educated me on bad practice experienced at firms (together with my own experiences) we were able to debate issues such as the architectural education system, salaries and the role of the architect (whether it’s worth qualifying) which I may not have had the opportunity to do so in as much detail without the structure of the course. It also allowed us to creatively explore multiple avenues for what the future of practice could look like and forced me to think about my own future possibilities of a non-traditional route amongst a diverse group of students.

4. What was your value to the team and value of the team to you?

I was available to help and contribute with any necessary task. I was flexible to work in each journal and did not restrict myself to the allocated task.

I designed the initial pages layout, selected the infographics, colour palette and chosen font to be implemented in the journals and presentation.

Working with the team was very pleasant in a way of simulating a healthy work environment. We were very supportive and open to help each other in order to successfully finalise the coursework.

5.

What was successful/ what wasn’t successful ?

The project was relatively successful as the structure of meeting to discuss ideas and complete research and diagrams was adhered to by the group. It proved difficult to cut content out that we had produced, as some information was repeated in a different format or style. Originally, there was a slight language barrier with some members of the group which meant we were not able to complete some sections of the journals as quickly as other sections (our aim was to review a draft journal approximately mid-way through the process) – however, this challenge was alleviated by reorganising into working in pairs to ensure clarity of the business model was met throughout.

6. How you would do things differently?

Overall, there was a slight time management issue in the run up to the presentation. During our time completing the journals, there was an uneven team split between Journal A and B, (nine members were working on Journal A outputs and two members were working on Journal B outputs). Once members of the group had completed their outputs for the Journals, they were moved onto a Presentation group which involved compiling slides for the presentation and completing brief notes for the speakers of the group. Our reasoning for this was that there was much more decision making exercises required in Journal A, whereas Journal B was built upon content and decisions made about the firm in Journal A. Personally, I think these teams could have been much more even, as both Journals were completed and packaged later than we had scheduled (which put strain on the printing service we used). During the presentation, as a group we felt much more challenged by the panel on our business model (even though this had been discussed many times and was included briefly in the journals). This was due to less time being allocated to complete the presentation slides which resulted in some of the content being missed off the slides (how we aim to start up and transform into a large business, how we aim to win work) – and this had to then be answered verbally at the panel discussion (could have been avoided by including it in the slides).

1. How and what you contributed ?

Started discussions about quantum computing as a disruptor in architectural practice as our main theme / Research on how quantum technology works as well as its affordances and constraints / Set up a group meeting with Mike Ryan to discuss future businesses and develop initial ideas / Was involved in the design of system and how it will produce different outputs / Built models for an example project in 2050 that shows how the software system will work based on Deansgate, an existing area in Manchester.

Other less useful (and usually scrapped) contribution includes: Insisted on naming the practice “Dirty Dozen” or D12 (after a late-90s hip-hop group) / Naming some of the software systems like Building Universal Management System as well as producing some logo ideas / Generic comic value to the day to day process in

2. What you learnt/gained?

It is possible to work in a large group of people you have never worked with before (and enjoy it). Although it was difficult to manage lots of new ideas and personalities in the beginning, everyone managed to synchronise in the name of passing this module and learning something relevant to all of futures. Working with individuals from different disciplines/ ateliers is also a great way to learn about yourself, as well as the skills and interests you can offer that are unique to you.

3. How you benefitted from groupwork/teamwork?

Given a chance to step back and critically reflect on myself and my contribution as a team member / Efficiency from sharing the weight of decision making by collectively contributing ideas.

4. What was your value to the team and value of the team to you?

Hopefully, the value of to and of the team is mutual. For example: Existing knowledge from different backgrounds and interests that drove the ideas to the concept of the project / Collective commitment and consistency to being involved and producing good quality work / Consistency and effective communication / Good morale and support under pressure

5.

What was successful/ what wasn’t successful ?

Successful: Relevance and application of research in future technologies / Sharing responsibilities and equal ownership of the project / Exchanging knowledge and skills / Resolving last minute issues collectively Unsuccessful: Inexperience in subject meant that we were unsure of how to simplify and communicate / Too much focus on how the technology works instead of research in business and contextualisation / Managing time and the scope of information as project had to be rushed towards the end

6. How you would do things differently?

Think about the structure and feasibility of the business at the conceptual stage e.g. where the money to start the business is going to come from, external sources, balancing a steady income./ Active involvement in the presentations.

1. How and what you contributed ?

I worked in researching about the different ideologies from the beginning in collaborating with the team till we settle down with a frim idea of futuristic practice, Once we got a knowledge of 11D I Started working in the research of what would be the Ethos for the futuristic practise like 11D and Research about what are main social responsibilities should be taken care of by Us and I also worked in illustrating the drawing and also for the presentation of the journals and making the Video presentation as well.

2. What you learnt/gained?

I learned a lot about Quantum Computers and its efficiency in future and gained knowledge about how well the technology can be used in future practice. Learned about different type of practices and how it runs like co-operative practice which leads to knowing about â&#x20AC;&#x153;Rochdale Society of Equitable Pioneersâ&#x20AC;? which is really new for me and learned about different perspective of business. And during the research I learned a lot about how the practise runs not only in terms for production but also business perspective like marketing the product and collaborating with local authorities.

3. How you benefitted from groupwork/teamwork?

It was great experience for me to jump into a group where everyone is new which turned-out into a great strength for the group work at the end. Since everyone in the group is from different Atelier and different nationality as well, I got exposed to different practice around the world and their approach about the architectural practice and business module, which is versatile.

4. What was your value to the team and value of the team to you?

I believe I helped group as a catalyst in driving the ideas with the architectural practices and precedents to the best of the knowledge which helped the group understand the ground reality of the ideas and how advance the ideas is. As a group when we are thinking about A.I and Computation and future technologies for future practice, It was really helpful and valuable to know the workability and efficiency of the technology in Architectural practice.

5.

What was successful/ what wasnâ&#x20AC;&#x2122;t successful ?

The Journal presentations really worked well for us which is very professional in both visual and technical aspect. In person Collaborating with everyone in the group is very essential and successful from the initial research, till working together on presentation. In my opinion video making and delivering as a final product (video) is not done to the expected level, it could have been better.

6. How you would do things differently?

I would have made and like to make future proposal very grounded like dealing the business aspect in Architectural field in a way where it would be followed universally and Making a proposal of future practice which could make a sustainable world and Biophilic environment.

1. How and what you contributed ?

In this team, I am mainly responsible for the business operation model of journal A, such as formulating cost, accounts and tax strategy and fee policies, and exploring how to operate in a sustainable mode. In the process of making journal A and presentation slides, I was responsible for making some diagrams and slides.

2. What you learnt/gained?

Before this course, I knew very little about the operating model of the architectural business. From formatting team to cooperation, we have explored the concept of a non-traditional architectural practice and worked out a plan for this, assigned roles and completed tasks, and finally presented a complete architectural business outcome. The challenges was huge, but from the initial difficulties, I gradually adapted to my role in the team. I gradually improved my team communication ability and presented my own ability to the team. I think this course allows me to work well as a teamate in the future.

3. How you benefitted from groupwork/teamwork?

The abilities of our group members are diverse, so we help each other and learn from each other while working to improve abilities that we did not have or lack before. We have assigned different tasks after understanding their respective areas of expertise, and we summarized our results and learnt each week, and improved our capabilities step by step throughout the process.

4. What was your value to the group/team and value of the group/team

to you?

I feel that I can complete the tasks assigned to me in time, and the software capabilities I am good at are reflected in the production of journal A and presentation slide. After completing their tasks, we can help other team members make charts to improve our work.

5.

What was successful/ what wasnâ&#x20AC;&#x2122;t successful ?

One of the most successful aspects of our team is being able to deal with the initial difficulties. I don't think that our team really enters into high-efficiency teamwork. The steps we took from concept to plan were lengthy. But then we worked hard to quickly set a unified direction and work for it. But the flaw is that in the closing stage, I feel that our work is still not perfect. If we can prepare more adequately in time planning, I believe our team will achieve greater results.

6. How you would do things differently?

If I do it again, I will choose to invest more in the re-concept stage to provide more ideas for the group. I think if we can ask more questions at the concept stage, we can provide more possibilities in the later stages and enrich our work. In addition, it is more efficient before presenting, so that we have enough time to adjust our results.

1. How and what you contributed ?

During the concept stage, I did a deep research about Quantum Computing to understand the possibility of this technology and how it can be applied in the field of architecture. However, after we successfully developed the idea, I took the responsibility to develop the post-BUM stage which mainly focused on how the convert these data into tangible things that help in facilitating and developing the desired goal of the program and the need for its users. I also helped with designing the post-occupancy alteration strategy.

2. What you learnt/gained?

This opportunity gave me the opportunity to develop my management skills and rethink architecture differently. It also enabled me to challenge myself since quantum computing technology as a very complex subject, but I was finally able to successfully understand how it works and implement it in a way that could change the nature of practicing architecture.

3. How you benefitted from groupwork/teamwork?

Having the chance of developing â&#x20AC;&#x2DC;11Dâ&#x20AC;&#x2122; as a group of twelve people was very useful in terms of sharing ideas and develop a better understanding. I have also learned a considerable amount about how ways in which collaboration can both facilitate and hinder a successful outcome.

4. What was your value to the team and value of the team to you?

As a team member, I learned how to successfully express my thoughts with other team members. I have also been able to learn about successful ways to work collaboratively by noticing how other practice members interact with each other. The group was really supportive and committed to finishing the work with the highest standards.

5.

What was successful/ what wasnâ&#x20AC;&#x2122;t successful ?

I think that the concept and how we illustrated our ideas were really successful. Our team management has also been very successful and collaborative as each team member took their responsibilities in a smooth and successful manner without any problems. However, I think that the practical aspect of the concept needed more development in particular regarding how to get access to the information from local authorities and how to start the business.

6. How you would do things differently?

I would have started from a smaller scale scope of work targeting private clients rather than the public sector to test the possibility of applying the idea and address its potential issues. This way would be more cost-effective to test the idea initially and more convincing to the local authorities by demonstrating a successful application.

1. How and what you contributed ?

As a part time student, it is difficult to stay up to speed with the projects progress. Therefore, constant digital conversations are held to keep myself in the loop. A proven challenge was having an input into the project developments as I was not there when conversations were exchanged. To try and negate this situation part of the team and I met after working hours to brief myself and develop ideas. Also constant electronic communication and documents were shared.

Tasks were delegated to strengths but also interests. I wanted to further my understanding in the ‘behind the scenes’ working of a business. Therefore, I had input into the business structure in terms of tax, accounts, risk, sustainability, liability and data protection. As I have gained experience within practice I have the understanding and grounded information to provide to the team. Although the brief was for a prototype practice it was important for me to include the reality of it being feasible.

2. What you learnt/gained?

Throughout the process I have learnt the need for clarity between each member of the team to avoid any abortive work. Organisation of communication, work sharing, data management, resourcing and time are key to efficient working. Also improving techniques concerning conflict and motivation. The team was unconditionally supportive towards one another in terms of strength and weaknesses. When team members struggled we evaluated resources to help or reallocate work. “In every chain of reasoning, the evidence of the last conclusion can be no greater than that of the weakest link of the chain” (Reid, 1786).

I found the process incredibly useful as it encouraged me to read the likes of David Chappell’s the Architect in Practice (Chappell, 2016) and the RIBA’s Handbook of Practice Management (RIBA, 2013). These gave me understanding of practice structure and the different types of businesses available.

Importantly I learned to make information as simply as possible for any laymen can understand concepts.

Chappell, D. & Dunn, M. 2016. The Architect in Practice: Eleventh Edition. Wiley.

Reid, T. 1786. Intellectual Powers of Man. John Bartlett.

3. How you benefitted from groupwork/teamwork?

Whilst being part time is it hard to keep creative and the team revitalised my creativity in terms of ideas and graphically. Ideas had to be quickly drawn up which meant some being chosen over others which did not leave room for ego. The group work increased the amount and variety of concepts that one person could not. It allowed concepts to constantly be interrogated and developed.

4. What was your value to the team and value of the team to you?

I had an insight to the reality of collaboration and software usage within the construction industry. I was able to portray the issues and need for this to the team, which drove the need for our products. Whilst not being with the team everyday it was valuable for myself to step in with a fresh pair of eyes and interrogate the concept.

5.

What was successful/ what wasn’t successful ?

The narrative and graphical representation of the practice was interesting and of high quality. The storyline needed to clarified in certain places to be read and understood clearly. The type of co-operative practice needed more research in terms of how it worked with employees and shared ownership.

The quality and amount of speakers needed to be increased when presenting the ‘proto practice’.

6. How you would do things differently?

Personally, I would have liked to develop a feasible practice business plan that could have been realistically used within the industry. Reviewing comments from the journal and presentation It is important to tailor information for the audience and output, for example the audience of the presentation was not interested in liability and policies. Some of the information needed to be simplified to allow any laymen to understand the concept quickly from the outset.

1. How and what you contributed ?

During group work, I was responsible for the research of Risk Aversions and Quality Assurance. I also have found some image resources and icons for the Journal and presentation. In the middle of the project, I invited my friends who are fond of photography to take photos for everyone and the whole team. Before our group presentation, I participated in the production of the presentation slide.

2. What you learnt/gained?

Our team developed architecture software based on quantum computer. Through this cooperation, I have learned the characteristics of quantum computer: fast running speed, strong information processing ability, wide application range, etc. At the same time, I also learned the possible contribution of quantum computer and artificial intelligence to architectural design. Most importantly, I learned how a mature British architecture company works and what important departments are needed.

3. How you benefitted from groupwork/teamwork?

Participating in a group project of 11 people is unprecedented for me. Group work improved my language communication ability.

Long time team communication made me more confident and more daring to share my own opinions. Secondly, this teamwork greatly expanded my knowledge and software skills. I learned from team members from different background, who had their own experience and their own understanding of architecture, which benefited me a lot. It is worth mentioning that PS3 made me a lot of friends. D11 members help each other and share the success together, which is a very exciting thing.

4. What was your value to the team and value of the team to you?

I actively participated in the group discussion. Shared my own ideas and tried my best to promote the group work. When I came across a field I didn't know and terms I didn't understand, I would ask the team members directly. Our team members came from different studios and were very enthusiastic. They were willing to tell me all they knew, which was a great learning opportunity for me.

5.

What was successful/ what wasnâ&#x20AC;&#x2122;t successful ?

In general, I think our group cooperation is very successful. Our group work closely connects the quantum computer and artificial intelligence with architecture, and the visual effect of the final journal and presentation is also very good. However, although we have already arranged the tasks for individual, we still didnâ&#x20AC;&#x2122;t have much time to prepare the presentation, which leads to some of our business concepts are not well explained in the speech.

6. How you would do things differently?

If I do the group work again, I will make more adequate preparations for group meeting. I also will try to start the concept research as early as possible, so that we will have more chances to communicate our ideas with the tutor. In addition, I will choose to finish the group work early, so that we can have more time to check the content and layout problems.