Nothing gets work done like a good, solid deadline. Menial tasks tend to get left aside, and sometimes, large projects get postponed due to their daunting and stressful nature. The Akendi Ottawa office move was no different.
We allocated time to figuring out plans, ordering some new furniture, and coordinating construction with the landlord. We even sacrificed some late nights mixed with sweat (and maybe some blood and tears) in order to piece together some of that furniture. It is safe to say we have all reawakened our aversion to Ikea.
With the space semi-functional, we were confident we would be ready to host the Ottawa training courses in the new space. We only needed to do a few general labour tasks, purchase some tables, and hang pictures. January sped by, and before we new it, training was upon us. The general labour and picture hanging was done, but the tables were undetermined. We were still discussing how many tables we needed, what dimensions they should be, and from where to get them. At that point, it seemed as though we would have to have a UX picnic party sitting on the floor (although that does sound kind of fun).
Here are some problems we encountered:
Good project management can be overlooked on small projects or in smaller organizations. Since this project was irregular for us, we were not as effective treating the move as a project with deadlines and objectives. Tasks were completed in an ad hoc manner, which was great for working around client projects but did not offer a timeframe for completion.
Although our team culture is a primary reason for our success in accomplishing high quality work, diverse personalities have equally diverse opinions. Without clear roles and responsibilities, progress stalled on more complex problems and purchase decisions. The table dilemma is an example: What size should our table be? What material should it be? Should it be custom? These questions went unanswered until our VP stepped up and took responsibility of contacting vendors/woodworkers, and reaching a consensus on size and materials.
The new office, being larger than the previous space, needed a few new pieces of furniture. We made a list of what those items were, and then set out to find the best solution for cost and style. Without a defined budget or strict style, a lot of time was spent sifting through all the available options – from Ikea to boutique furniture shops to DIY solutions. The result was a lengthy process with a lot of differing opinions and discussions with no conclusions. Ultimately, with some prompting and clear, yes or no questions (e.g. I am going to buy this cabinet, ok?) the furniture was slowly purchased.
Although we stumbled through some aspects of the move, we gained the experience of the process. We learned about the importance of managing any kind of project; we experienced the frustrations of coming to an agreement with contradictory opinions, and we noted the benefit of creative briefs even in an internal project. This is a living space and we recognise that it will change over time as we use, think, and iterate.
Here are more pictures of the finished space (I know you’re dying to see the table):
…stay tuned for more photos the space from our recent open house!
Maya Levin is an Experience Architect at Akendi, a firm dedicated to creating intentional experiences through end-to-end experience design. To learn more about Akendi or user experience design, visit www.akendi.com.
Akendi is a product strategy, user experience design and usability research firm. We are passionate about the creation of intentional experiences – whether those involve digital products, physical products, mobile, service or bricks-and-mortar interactions. We work shoulder-to-shoulder to optimize the experiences you deliver. Akendi Corporate Overview (PDF).
Experience Thinking innovation firm in Product UX Strategy, User Experience Design & Usability Testing for Companies: Toronto, Ottawa, Montreal, Vancouver, Canada.
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