**7. Implications for future research**

An ability to map and measure the generic skills of individuals and teams is crucial for the construction/design industry because it allows specific training needs to be identified. Without a direction, those seeking to improve virtual teamwork may or may not succeed.

Virtual environments do not support non-verbal interactions as effectively as co-located conditions do and this deficiency inevitably leads designers to use different skills and / or skills in a different manner. A number of future research directions stem from this, including further examination of non-verbal interactions, team protocols and the possible impact of prior experience of ICT systems.

It is essential that designers understand the characteristics of the different environments in which they find themselves working. Specific generic skills may be needed for team members to function efficiently and effectively, particularly in virtual, high-bandwidth design environments. By examining the effects of technology on these generic skills, the particular strategies which facilitate and hinder teamwork when different levels of technology are used can be ascertained. These strategies can then be incorporated into the briefing and training sessions provided to construction design teams as they move to make greater use of electronic whiteboards, 3D virtual worlds and other technologies. In this context it is pertinent to note that currently training usually focuses on the use of new software and hardware, rather than on the generic skills that facilitate communication and collaboration. There is clearly a need to raise designers' awareness of the skills required for effective virtual collaboration, and to this end we have developed an interactive CD to assist those new to working in virtual environments (Newcastle, 2008; Williams & Sher, 2007). Additional skills development tools would provide valuable continuing professional development opportunities for design professionals.

## **8. Conclusions**

The major conclusion drawn from our analysis of design collaboration is that there are significant differences for the generic skills profiles between the three operational conditions; face-to-face, whiteboard and 3D virtual world. This was true for the overall design activity of the five teams. As Daim et al (2012) concludes, the basic fundamentals of team building are still valid, but "new dimensions of technology and global economy are making matters complicated and challenging for the managers" (p. 9). While it is clear that the introduction of virtual technologies has implications for designers, the challenges are not solely technical. Ebrahim, Ahmed and Taha (2009) consider that the successful implementation of virtual teamwork is "more about processes and people than about technology" (p. 2663). However, technology has traditionally been the focus of investigation in virtual teamwork without taking into account social and economic considerations (Rezgui, 2007). In addition, small-medium companies may be at an advantage because they can more flexibly change and adapt to new technology (Rezgui, 2007).

Designers bring with them a range of generic skills acquired over the years from a multitude of different activities. These need to be adapted to the new environments they find themselves working in. This is succinctly summarised by Larsson (2003) who states that since "design involves communication and interaction between individuals and groups in complex social settings, the social character of design is not separated from the technical results" (p. 153). Virtual technologies impact on the way designers work and collaborate and hence impact on the skills that need to be brought to bear. The investigations documented in this chapter contribute to this body of knowledge by identifying the generic skills of design professionals, profiling some of the impacts of different virtual communication technologies on these skills and identifying some goals which need to be addressed if virtual technologies are to be effective and successful. As Carletta, Anderson and McEwan have stated (2000, p. 1250), technologists are less interested in "social and organizational concerns than in equipment mechanics". The performance of virtual teams is far below their potential despite their rapid growth (Abuelmaatti & Rezgui, 2008). Therefore the investigation of these teams takes on a new urgency, particularly as virtual communication has been shown to have advantages over face-to-face interaction during problem-solving (Hatem, et al., 2011). Without taking into account the impact of these new design environments, advanced technologies that allow teams to collaborate at a distance may have a deleterious effect on teamwork and productivity.

#### **9. Acknowledgments**

44 Applications of Virtual Reality

 Due to the fact that participants were selected from a restricted pool of design professionals, all participants were from one discipline (architecture). Whilst our results may reflect the teamwork culture of the architectural profession, multi-disciplinary design teams may have experienced even more difficulty in exercising generic skills in

An ability to map and measure the generic skills of individuals and teams is crucial for the construction/design industry because it allows specific training needs to be identified. Without a direction, those seeking to improve virtual teamwork may or may not succeed.

Virtual environments do not support non-verbal interactions as effectively as co-located conditions do and this deficiency inevitably leads designers to use different skills and / or skills in a different manner. A number of future research directions stem from this, including further examination of non-verbal interactions, team protocols and the possible

It is essential that designers understand the characteristics of the different environments in which they find themselves working. Specific generic skills may be needed for team members to function efficiently and effectively, particularly in virtual, high-bandwidth design environments. By examining the effects of technology on these generic skills, the particular strategies which facilitate and hinder teamwork when different levels of technology are used can be ascertained. These strategies can then be incorporated into the briefing and training sessions provided to construction design teams as they move to make greater use of electronic whiteboards, 3D virtual worlds and other technologies. In this context it is pertinent to note that currently training usually focuses on the use of new software and hardware, rather than on the generic skills that facilitate communication and collaboration. There is clearly a need to raise designers' awareness of the skills required for effective virtual collaboration, and to this end we have developed an interactive CD to assist those new to working in virtual environments (Newcastle, 2008; Williams & Sher, 2007). Additional skills development tools would provide valuable continuing professional

The major conclusion drawn from our analysis of design collaboration is that there are significant differences for the generic skills profiles between the three operational conditions; face-to-face, whiteboard and 3D virtual world. This was true for the overall design activity of the five teams. As Daim et al (2012) concludes, the basic fundamentals of team building are still valid, but "new dimensions of technology and global economy are making matters complicated and challenging for the managers" (p. 9). While it is clear that the introduction of virtual technologies has implications for designers, the challenges are not solely technical. Ebrahim, Ahmed and Taha (2009) consider that the successful implementation of virtual teamwork is "more about processes and people than about technology" (p. 2663). However, technology has traditionally been the focus of investigation in virtual teamwork without taking into account social and economic considerations

virtual environments.

**7. Implications for future research** 

impact of prior experience of ICT systems.

development opportunities for design professionals.

**8. Conclusions** 

We wish to acknowledge the Cooperative Research Centre for Construction Innovation (CRC-CI), part of the Australian Government's CRC program, who funded this project (Project 2002-024-B), and Tom Bellamy, who was one of our researchers.

Finally, sections of this paper are based on the following publication:

Sher, W., Sherratt, S., Williams, A., & Gameson, R. (2009). Heading into new virtual environments: what skills do design team members need? Journal of Information Technology in Construction, 14, 17-29.

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**3** 

*Latvia* 

**Virtual Garment Creation** 

Ausma Viļumsone and Inga Dāboliņa

*Institute of Textile Material Technologies and Design, Riga* 

The use of new information technologies and software provide the possibility to solve problems connected with raising work efficiency in the company (Hannelore, 1999). The first information on using information technologies in the sewing industry, particularly in construction designing, turned up in the beginning of the 70-ies of the XX century, but first publications on computer aided designing software – only in the 90-ies of the XX century. At

Modern computer aided designing software provides the possibility to avoid small operations and manual work, to raise precision, productivity and organize information flow (Beazley, 2003). The usage of garment designing systems excludes the time consuming manual preparation of patterns, creation of layouts and relocation of written information. The computer systems are meant for the execution of every single process and the integration of all processes into one joint flow, for the organization of logistics and the

The computerization of different processes in the garment industry is necessary to reduce

Computer systems allow making two dimensional as well as three dimensional product illustrations and visualizations (D'Apuzzo, 2009; Lectra, 2009). It is possible to create computer aided garment constructions, as well as gradations, and create a virtual first pattern of the model - such computer aided operations significantly decrease the time consumption and cost necessary to design a product. The costs of the product itself can be calculated with the help of the product management systems following the development parameters, the layout of patterns, textile expenditure, model complexity and specification,

Although computer systems significantly facilitate the development of a product, the knowledge and skill of the user are still very important. One of the most important garment

Constructing is the reproduction of a spatial model (clothing) on a plane (construction); this transformation has to be reflexive when joining the parts of the construction a garment is originated. The creation of the drafts of the construction is the most complicated and responsible stage of garment designing, because a non-existent complicated spatial shape

present most of the companies use computer aided software.

the costs of a product and raise the competitiveness (Kang, 2000).

as well as previous experience of the company stored in a data base.

**1. Introduction** 

mobility of work tasks.

creation stages is constructing.

*Riga Technical University* 

