Housing is a journey, not a destination

The ultimate test for the effectiveness of housing is the experience of the one who uses it. ‘The proof of the pudding is in the eating’.

Apart from the (subjective) view of the users, there is also a need for an objective assessment of the actual performance of housing. To be able to assess whether the intended effectiveness of the housing is realised in an efficient way on time, within budget and acceptable risks.

 

 

SMARTI Strategic Housing Roadmap

In a Customer Journey Map, these both assessments, subjective (travel experience) and objective (destination), come together. The big advantage is that the primary function of housing, to facilitate people with their processes, the common thread is instead of mostly only money and risks.

The Strategic Housing Roadmap is a ‘map’ with a simplification of the own housing landscape where the planned travel route is mapped out and the desired travel speed is calculated. The Real Estate GPS helps to determine the current position and the destination on the map and, if necessary, to make a midcourse correction to get back on the main course. Small ongoing course corrections give a quieter ‘travel experience’ for users. This is in contrast to the common practice in which the housing performance first go outside the acceptable bandwidth which requires then a substantial and abrupt course correction. The result is a bouncing journey and for the decision makers an erratic financial travel experience. Not to mention the loss of income because the users of the housing could not perform optimally because of the less effective work-/learning-/care environment.

Before the housing journey starts, a reliable course is defined. This course is SMARTI:

  • Specific – The destination is fixed.
  • Measurable – The route and travel speed are calculated.
  • Acceptable – Taking into account traffic congestion and weather conditions along the way.
  • Realistic – The coordinates are known and adjustment is possible..
  • Time-bound – The times when housing performance (‘load’) has to be delivered are fixed.
  • Inspiring – The travelling party has team spirit and is motivated.

 

Strategic Housing Roadmap management game

The Strategic Housing Roadmap management game offers the opportunity to have your own organisational goals as a starting point. One explores in a playful manner together with relevant stakeholders the required housing performance and interventions that contribute to the chosen organization goals as expressed in strategy and policy documents.

During this virtual exploration also the priorities of the organization goals, where housing can make a contribution to direct and indirect, are determined. The goals with the highest priority are made SMARTI.

In this way, during the life cycle of the housing, an objective and transparent monitoring, measuring, and reporting is possible to answer the question if the required housing performance is still on track. (in the ideal situation 4 x per year) If not, a timely consideration for a possible adjustment to the housing, to keep efficiency and effectiveness within the predetermined critical threshold values, is possible. So users can stay focused on the journey, the process and their activities in the work-/learning-/care environment.

“Success requires a Strategic Housing Roadmap and (meaningful) performance measurements!”

-The Architect as Business Optimizer-